Policy Paper Public Administration Reform

Public Administration and
Local Governments Reforms in

Eastern Partnership Countries
Update on Public Administration and Local Governments Reforms in

Eastern Partnership Countries
Prepared by:
Subgroup on Local Government and Public Administration reform of the
Working Group 1 of the CSF EAP
Through its Re-granting Scheme, the Eastern Partnership Civil Society Forum (EaP CSF) supports projects of
EaP CSF members with a regional dimension that will contribute to achieving the mission and objectives of the
Eastern Partnership Civil Society Forum.
The donors of the re-granting scheme are the European Union, National Endowment for Democracy and Czech
Ministry of Foreign Affairs.
The overall amount for the 2016 call for proposals is 307.500 EUR. Grants are available for CSOs from the
Eastern Partnership and EU countries.
Key areas of support are democracy and human rights, economic integration, environment and energy,
contacts between people, social and labour policies.
The contents of this publication are the sole responsibility of Subgroup on Local Government and Public
Administration reform of the Working Group 1 of the EaP CSF and can in no way be taken to reflect the views of
the European Union
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Table of contents:
Introduction ------------------------------------------------------------------------------------------------ 4
Overview per country: ------------------------------------------------------------------------------------5
Georgia -------------------------------------------------------------------------------------------------------5
Moldova --------------------------------------------------------------------------------------------- --------9
Ukraine ------------------------------------------------------------------------------------------------------15
Armenia------------------------------------------------------------------------------------------------------20
Azerbaijan ---------------------------------------------------------------------------------------------------24
Belarus -------------------------------------------------------------------------------------------------------30
Common trends and main findings---------------------------------------------------------------------40
Suggestions and Recommendations -------------------------------------------------------------------45
Acronyms used in the document

ALDA European Association for Local Democracy
EAP Eastern Partnership
EaP CSF Eastern Partnership Civil Society Forum
PAR Public Administration Reform
GDP Gross Domestic Product
ROA Republic of Armenia
SNG Sub national Governments
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Introduction
Public Administration and Local Government
Reform in the Eastern Partnership countries is
considered one of the main objectives to reach in
the upcoming years that was reflected in Review of
the European Neighborhood Policy in 2015 as well
as underlined in CORLEAP Action Plan 2016-2017.
The topic is also relevant in the Association
Agreements signed by Georgia, Ukraine and
Moldova. The difficulties are evident since they
address the very same organization of the state and
the relationship between citizens and authorities
(both at the national level and at local level). These
relations are often limited due to subordination to
central authorities, deficiencies in functioning of the
state, characterized by lack of transparency,
corruption and limited scope of competences and
resources of local and regional authorities,
preventing them effectively address relevant to
their territory and local communities issues.
However, the ways of addressing these issues
through Decentralization and Public Administration
Reform varies among the countries of the region,
depending on their willingness, commitment and
level of cooperation with the EU.
The aim of the document, is to examine the
recent developments a) on Public Administration b)
Local Government/decentralization and territorial
reform in each EaP countries; the analysis is
following the progress achieved in reforms
implementation, their articulation in legislative and
regulatory documents, as well as how they are
implemented in practice. 69 respondents from
central and local government, as well as experts
contributed to the study to show the practical gaps
and describe how the laws are executed in everyday
life. The document also ambitiously contains
comparative analyzes of six countries in question, in
the section common trends you will find the
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evaluation of level of decentralization as well as the

progress of PAR in Eastern partnership region.
The document should contribute to the overall
aim of the project to improve the functioning of
public administrations and decentralization of
decision-making for the well-being of population.
Therefore the section recommendations proposes
the views of experts involved how this can be
achieved.
The document is prepared in the frame of the
project of ALDA European Association for Local
Democracy Update on Public Administration and
Local Governments Reforms in EaP funded by the
Eastern Partnership Civil Society Forum with the
financial support of the European Commission,
Foreign Ministry of Chez Republic and National
Endowment for Democracy - NED. The authors of
the document are members of the sub group of the
Working group #1 of the Civil Society Forum
representing Georgia, Moldova, Ukraine, Belarus,
Armenia and Azerbaijan:
Armenia Davit Tumanyan
Azerbaijan Belarus Georgia
Moldova -
Ukraine -
Samir Aliyev
Miroslav Kobasa Lev
Saphiega Foundation
Levan Alapishvili
Centre of Strategic
Research and
Development of
Georgia (CSRDG)
Veacheslav BulatInstitute for Urban
Development Moldova
Volodimir Kuprii - CCC
Creative Center
Overview per country

Georgia
Decentralization
According to the Charter on the Local Self-Governance, strengthening of the self-governance and democracy,
as well as implementation of the decentralization strategy are the challenges which, if successfully resolved, will
lead to the creation of a real self-governance system, increased democratic involvement in decision making
processes, deepening of Georgia's integration with the EU.
Implementation of the decentralization strategy in compliance with the Charter on the Local Self-Governance
and strengthening the local governance in line with the European standards are among main priorities of GeorgiaEU Association Agenda. This is a challenge and tackling it successfully, will determine both issues - creation of a
real self-governance system and increase of democratic involvement in decision making processes, as well as
Georgias integration with the EU and establishing herself as a sound partner of the democratic community.
Forming the self-governance by passing the new Code on the Local Self-Governance, creation of new
municipalities, formation of all municipal institutions by direct elections, as well as, handing a part of the
revenues generated in the State Budget by the Income Tax to the municipalities - these are those important steps
that have been taken to move forward in the self-governance reform implementation and to advance on the
path of establishing a real self-governance.
MUNICIPAL STATISTICAL DATA

Region
Guria
RachaLechkhumi and
Kvemo Svaneti
SamtskheJavakheti
MtskhetaMtianeti
SamegreloZemo Svaneti
Kvemo Kartli
Shida Kartli
Imereti
Kakheti
Adjara
Autonomous
Republic
Tbilisi*
#
municipalities
#
settlements
#
cities
#towns
#
population
4
5
189
258
2
3
5
3
113 350
32 089
Area
thousand
sq.m.
2.033
4.6
353
160 504
6.421
490
94 573
5.8
10
497
330 761
7.5
7
5
12
9
6
347
373
559
285
342
7
5
10
9
2
8
2
3
0
7
423 986
263 382
533 906
318 583
333 953
6.5
6.2
6.518
11.31
2.9
1
10
3
1 108 717
0.72
71
3704
55
47
* Tbilisi, the capital of Georgia is the city municipality and in this table is counted as municipality, settlement and
city
Source: Ministry of Regional Development and Infrastructure; GeoStat
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Along with the progress, some drawbacks and issues were also revealed during this short period of time that
might have a negative impact on financial abilities of the self-governments and their level of independence. The
land (agricultural or non-agricultural), local forest, local public real estate still is not transferred to the
municipalities. Furthermore, the competences on the municipal property management is dominated by the
central bodies of administration: Parliament and Government. Just few procedural competences are assigned to
the municipal organs.
Some piece of budgetary incomes is assigned/transferred to the municipalities, namely about 15% of total
finances generated from the Income Tax is transferred to the municipalities/municipal budgets. Nevertheless of
this progress, still absolute majority of municipal finances are managed and dominated by the Central
Government: transfers to the municipalities (equalizing, targeted, special, capital), budgetary fund for the
regional projects, and reserve fund of Government and municipal development fund are in the exclusive
competence of Government. Without having strong, legally fixed guarantees of fiscal independence and clear
regulations for transfers, possibilities for making political or other types of subjectively motivated decisions by
the Central Government, still remain.
Despite the readiness to pass some of the budget revenues generated by the Income Tax to the
municipalities, the central Government still maintains its dominating influence over the municipal finances. The
largest portion of the municipal finances is managed by the central authorities. This is done through transfers
(targeted, special, capital transfers), the Fund for Regional Project, the Municipal Development Fund or reserve
funds.
THE RATIO OF EQUALIZING TRANSFERS TO THE NOMINAL GDP

Year
2009
Amount/GeL
17 986 000 000
276 616 200
%
1.54%
Nominal GDP
20 743 400 000
Equalizing transfer
522 553 000
2011
Nominal GDP
24 344 000 000
Equalizing transfer
627 788 300
2012
Nominal GDP
26 167 300 000
Equalizing transfer
721 459 000
2013
Nominal GDP
26 847 400 000
Equalizing transfer
750 296 100
2014
Nominal GDP
29 187 000 000
Equalizing transfer
776 141 900
2015
Nominal GDP
30 663 800 000
Equalizing transfer
834 233 000
Note: Equalizing transfer - the sum of own budgetary revenues of all municipalities
2.52%
2010
GDP/Equalizing transfer
Nominal GDP
Equalizing transfer
2.58%
2.76%
2.8%
2.66%
2.72%
Transfer of enough Finances and Property, together with competences in finance/property management to
the municipalities was started but the process is paused. It can be observed as sign of the change of the
decentralization policy.
The new government that came to power in the October 2012 parliamentary elections has made
decentralization one of its priorities, although it is not clear how they plan to develop the self-government systems
and whether the state will manage to overcome the pro-centralization tendencies that have been prevalent in
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Georgian governments this is alarming observation of the study Citizens satisfaction with public services in
Georgia1
Competences of Local Authorities
Competences of municipalities and division of competences of central and local administrations are defined
by the Constitution of Georgia and the Code of Local Self-Governance. The local matters and services are
competence of municipalities. According to the constitution: powers of local self-government shall be delimited
from those of state bodies, municipalities shall have its own, exclusive and delegated powers.
Nevertheless, the issue of competences of municipalities is problematic. Many competences that should be
implemented by the municipalities face intervention from the central government. On the other hand, the
municipalities are implementing competences, which are in the mandate of central government or autonomous
republics authority.
The following competences are exclusive competences of municipalities:
1. preparation, discussion and approval of the municipality draft budget, making changes in the approved
budget, hearing and evaluation of the budget completion report; managing the budget funds, and carrying
out treasury financial transactions and bank transactions as per Georgian legislation
2. management and disposal of municipal owned property as outlined in this law, and other legislative and sublegislative normative acts
3. management of local natural resources, including water and forestry resources and municipality owned land
resources, as per the legislation
4. introduction and abolishment of local duties and fees as per the legislation, determining their rates within
the frames determined by the legislation; collection of local duties
5. space-territorial planning of the municipality and determining the norms and rules in the respective area;
approving urban planning documentation, including rules for general plan for land usage, building regulation
plan, usage of settlement territories and building regulations
6. arrangement of the municipal territory and development of respective infrastructure; cleaning of streets,
parks, and other public areas on the municipal territory, planting trees, providing street lighting
7. collection and disposal of solid (household) waste
8. water supply (including technical water) and drainage; development of local melioration system
9. pre-school and extra-curricular education
10. management of local roads and organization of road signs on local roads; provision of parking lots for vehicle
parking and regulation of parking rules
11. issuing of regular passenger transportation permit within the municipality territory; organization of public
municipal transport service
12. regulation of street vending, exhibitions, and farmers and consumer markets
13. issuing construction permit on the territory of the municipality; carrying out construction supervision as
stipulated in the Georgian legislative acts and within the determined frames
14. Regulation of issues regarding holding of public gatherings and manifestations.
15. giving names to geographic areas on the municipality territory, in particular to: historically formed
neighborhoods, administrative units of self-governed cities, micro-districts within a particular zone, springs,
squares, avenues, freeways, streets, turns, passages, embankments, esplanades, boulevards, squares, alleys,
gardens, parks, local forests, cemeteries, pantheons, buildings, transportation system objects
16. regulation of outdoor advertisement placement
1
Citizens satisfaction with public services in Georgia. By ACT for UNDP. 2015. p. 13.
http://www.ge.undp.org/content/georgia/en/home/library/democratic_governance/citizen-satisfaction-with-publicservices-in-georgia--2015/
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17. setting rules for having domestic animals, and resolving the issues regarding stray animals
18. arranging and maintenance of cemeteries
19. protection and development of local originality, arts activity and cultural heritage; maintenance, protection,
reconstruction and rehabilitation of local monuments of culture; ensuring operations of libraries, clubs,
movie theaters, museums, theaters, exhibition halls and sports facilities managed by the municipality, and
construction of new ones
20. Development of respective infrastructure on local sites for people with limited abilities, children and the
elderly, including equipping of public gathering areas and municipal transport with respective accessibility
means.
21. providing shelter for the homeless and their registration;
CONTROL AND SUPERVISION
Relations of the Self-Government with the Central Government
The Local Self-Governance Code determines the following types of State supervision over the municipal
administration: legislative supervision and field supervision of implementing the delegated authorities. The
legislative supervision is competence of the Prime Minister of Georgia and the field supervision is competence
of ministry which delegates own competences to the municipalities.
Legislative supervision is concerned on the normative acts issued by the Municipal Assemblies.
Field supervision is concerned on the acts and decisions in the area of delegated competences and it covers
both of the Municipal Assemblies and the Mayors/Gamgebelis.
When performing the supervisory function, the authorized organ or state official has the ability and
competence to watch the process that was underway before issuing the normative act, as well as to influence
and request to halt or terminate the normative acts that are not in line with the legislation.
Financial performance and external audit
The Law on the State Audit Service states that self-government budget and municipal property management
monitoring is within the area of competence of the State Audit Service. At the same time, auditing authority of
the Audit Service spreads over municipality organs, municipal enterprises and non-commercial legal entities. For
this purpose, a department for auditing the budgets of local self-governed units is operating under the State
Audit Service system. According to the Local Self-Governance Code, auditing of the activities of municipality
organs is carried out in the form of (a) State audit, (b) independent audit, and (c) internal audit. State audit is
performed by the State Audit Service; independent audit is carried out upon the Sakrebulo invitation by an
independent auditor, while internal audit is a function of the municipal executive body. Joint analysis of the Law
on the State Audit Service and the regulations of the Local Self-Government Code reveals that the State Audit
Service is authorized to audit the management of self-governments own revenues (equalizing transfer), as well
as that of special, targeted or capital transfers, because, when determining the competences of the Audit Service,
the Law on the State Audit Service indicates to the municipality budget and not to any type of its revenues. This
regulation might contradict the independence of self-governments and to financial independence guaranteed to
the municipalities by point 3 of the article 95 of the Local Self-Government Code.
Public Administration Reform
With active engagement of EU, SIGMA and USAID Government adopted main documents for the reform of
PAR: Strategy of Public Management, Policy documents and action plans, the Law on State Service, different
procedures and manuals. Active phase of implementation of reform of public service will start in 2017, but before
state agencies and municipalities have to conduct serious preparatory work: study and analysis, adoption of
regulations, training for servants. This is a serious challenge, because Georgia still has a lack of expertise, enough
for the change of whole the system of Public Administration on the central and municipal levels. There are signs
that PAR reform will face serious difficulties on the municipal level. The municipal resources are very limited to
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conduct studies or trainings. Lack of experienced personnel is additional problem on the road of PAR reform in
municipalities.
Moldova
Decentralization
Since 2009, in the Republic of Moldova, specific actions have been carried out for power decentralization
and ensuring local autonomy. Thus, in 2012, together with the approval of Law No. 68 on the approval of the
National Decentralization Strategy and action plan for 2012-2015, a new reform of local public administration
was launched. The objectives of the Strategy have been established in accordance with the principles of the
European Charter of Local Self-Government, ratified by the Republic of Moldova in 1997. At the same time the
provisions of the Strategy have been correlated with the relevant policy documents, with the central public
administration reform and other reforms representing a continuity of the National Development Strategy.
The National Decentralization Strategy was aimed at creating democratic and autonomous local public
administrations, which would equitably ensure provision of quality public services and effective management of
the local authorities. The action plan of the Strategy for 2012-2015 includes 7 specific objectives: (1) allocation
of responsibilities; (2) financial decentralization; (3) property decentralization; (4) local economic development,
urban and regional planning; (5) administrative (administrative territorial) capacity; (6) institutional capacity; and
(7) democracy, participation and ethics.
According to the report of the evaluation of the Strategy implementation, developed at the end of 2015 (by
an independent international company), 6 of the 7 specific objectives are considered to be implemented to the
limited extent, and only financial decentralization was implemented to a large extent. These results were
confirmed, also, through questioning of the 12 representatives of CPA, LPA and NGOs, and international experts
which were asked to evaluate the level of strategy implementation by providing one of the following
assessments: (i) to a very limited extent; (ii) to a limited extent; (iii) to a large extent; and (iv) to a very large
extent. At the same time, the interviewees were asked to evaluate the implementation stage of the Strategy
activities with one of the assessments: (i) implemented; (ii) partially implemented; or (iii) not implemented.
According to the answers received, 8 activities of the action plan are deemed implemented, 15 activities
partially implemented, and only 1 not implemented. Therefore, the reform may be stated as about 40%
implemented. That is why in early 2016, at a meeting of representatives of central and local public authorities,
in the frame of the Joint Commission for Decentralization, the decision was taken to extend the implementation
period until 2018.
Administrative-Territorial organization and administrative capacity
According to the Constitution of the Republic of Moldova (art. 110), the territory of the country is organized
administratively into villages, cities, districts and ATU Gagauzia. Under the law, some cities may be declared
municipalities. Territorial administrative units are divided into two levels: 1st level - villages (communes) and cities
(municipalities); and 2nd level districts, Chisinau mun., Balti mun. and the Autonomous Territorial Unit of
Gagauzia. Territorial administrative reform in 1998-2002, which provided for the reorganization of the 40 districts
from the Soviet era, in 11 counties, failed in 2003, were formed 32 districts working till present.
Although according to art. 17 para. 2 of Law on territorial organization, the minimum population of a
territorial administrative units is 1500 inhabitants, but in reality 251 or 28% of total ATU level I do not meet this
criterion. Much of these communities are in immediate proximity or adjacent to larger towns which could be
annexed. The average size of UAT level I RM is 2895 inhabitants , being the lowest, after Ukraine, Eastern
Partnership countries in the standings.
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However, according to the Art. 11 para. 1 of the Law nr.435/2006 on administrative decentralization, a UAT
is considered viable if it has material, institutional and financial resources necessary for the management and
efficient execution of skills, in other words, has the administrative capacity and if its population is greater than
the minimum number stipulated in art. 17 para. 2, the Law on Administrative-territorial organization of Republic
of Moldova. Paragraph 2 of the Article 11 of law 435/2006 defines administrative capacity as a situation where
administrative expenses of the LPA do not exceed 30% of the total own revenue. Analyzing the information on
the execution of administrative territorial units for 2014, only 5 ATU of 1st level have the administrative capacity
(Chisinau mun., Cahul, Comrat, Rezina and Floresti), which represents 0.6% of total ATU of 1st level (898 ATU).
The rest of ATU, under the law, are not viable.
Competencies of Local Authorities
The essence of local autonomy is reflected in the provisions of European Charter of Local Self-governance.
That is why allocation of competences is a key aspect of the National Strategy of Decentralization in Moldova.
The legal framework governing the competences and responsibilities of local public administration
authorities in Moldova is quite impressive, includes a wide range of acts, from constitutional regulations, laws
and normative acts of the Government to other central public authorities. This large number of legislative acts
regulating a wide range of issues empowers local authorities with hundreds and thousands of competences and
responsibilities.
The legislative framework that sets the competences of the LPA, in the majority of relevant normative and
legislative acts do not make difference between public authorities of different levels and do not observe the
provisions of Law on administrative decentralization, which stipulates the LPAs own fields of activity of 1 st and
2nd levels and the delegated from the state. Thus, a series of legislative acts and Governmental Decisions specify
the LPA competences, which do not comply with the Law on administrative decentralization. In this multitude of
laws are established: 1) a number of other competences that are not stipulated by the basic Law (the Law of
administrative decentralization; 2) competences for local authorities that are similar both for level one and level
two; 3) are established competences to be carried out by local authorities but without indicating the source of
funding; 4) competences listed in a general way without being specify who de facto must realize this competence
- the mayor or council the authorities of second level or the first level..
The competences of the first level administration authorities were established only formally, without
determining the source of financial resources in order to be performed. Thus, the local public authorities were
vested with competences for the realization of which have no patrimony, financial resources and/or necessary
human resources or appropriate capacities. The fulfillment of the competences of the local public administration
are in high dependence on the transfers from the state budget that reveals the low degree of autonomy of the
local public administration, as well as the reduced capacity to meet the citizens needs at local level. The
legislation in force still does not clearly describe the legal mechanism that would ensure the territorial
administrative units with the necessary financial resources for carrying out tasks delegated by the state.
The confusions admitted in the normative framework of the local public administration determine the poor
awareness of the local public administration authorities and officials regarding their competences, as well as the
inability to identify their proper competences from that are delegated by the state.
Fiscal Decentralization
Financial decentralization is one of the key pillars of decentralization, and the filed that recorded the most
progress. During the years 2011-2012, the Ministry of Finance, with the support of UNDP Moldova, has developed
a series of economic models and simulations, which were aimed at increasing the financial autonomy and
improve the system of transfers. Thus, in 2013, was amended the Law No. 397/2003 on local public finances and
Tax Code No. 1163/1997. In 2014, the new system creating local budgets has been piloted in 74 UAT of 1st level
and 4 UAT of 2nd level, and since 2015 has been implemented in all territorial administrative units in the Republic.
The main advantages of the new system creating local budgets are presented in the table below:
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Up to reform
The volume of transfers was based on the
difference between expenditure per capita and
LPA income, estimated at central level
LPA does not have incentives to increase their
income, any increase automatically decrease
the number of transfers
Sharing system of taxes and State fees, had no
importance because with the increase
automatically decrease the number of transfers
Financial dependence of LPA of 1st level to LPA
of 2nd level, which set the volume of balance
transfers and breakdown quotas of taxes and
State duties
The system is characterized by a low level of
transparency in the allocation of transfers by
LPA of 2nd level, as well as a low level of
predictability of revenues in budgets of LPA of
1st level
After reform
Transfers are allocated directly based on formula,
distinctive for LPA of 1st level and 2nd level
LPA is encouraged to collect more efficient sources of
own revenue, transfers not dependent on collected
sources (how much more can collect much rather can
spend)
Breakdowns quotas from taxes and State fees are set
by law on types of budgets of LPA of 1st and 2nd level
LPA of 1st level does not depend of LPA of 2nd level,
formula for calculating the transfers is established by
law, and have direct relations of subordination to the
Ministry of Finance
The new system is characterized by a high level of
transparency and a high level of predictability for
strategic planning (formula for transfers and
breakdowns quotas from taxes and state fees are
stipulated in the law, so LPA can unaided to calculate
them)
The new system is characterized by a high level of transparency and a high level of predictability for strategic
planning (formula for transfers and breakdowns quotas from taxes and state fees are stipulated in the law, so
LPA can unaided to calculate them)
Although the new system creating local budgets contributed to significant local autonomy, transfers
transparency and breakdowns of general state taxes, the level of predictability of LPA income, both political
instability, delaying approval of the state budget for 2015 2016, the economic crisis as well as the fraud in the
banking system, significantly diminished the expected impact of implementing the new system of public finance.
Control and supervising
According the legislation in force, territorial offices of the State Chancellery exercise retrospective
administrative control of acts of local authorities. Are subject to mandatory control of legality the following
administrative acts: a) decisions of local municipal and rayon councils; b) the provisions of the mayors and the
district presidents; c) documents concerning tenders; d) employment acts; e) provisions involving expenditures
or financial commitments exceeding 300,000 lei; f) documents issued in exercise of competences delegated by
the State local authorities.
A copy of any document referred above must be sent within five days to territorial office of the State
Chancellery. Likewise, it is necessary to send for control the minutes of the meetings of local council within 15
days after the meeting. Territorial Office within 30 days expounds on its legality. If it considers that the document
is in contradiction with legislation, the territorial office of the State Chancellery notify the local authority about
the illegality of the act, asking him to amend or repeal all or part. If the local authority maintain its position or
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has not reviewed the act, territorial office notifies the administrative court within 30 days of receipt of the
notification of refusal to amend or repeal the contested act or If silence issuing local authority within 60 days of
notification. At the same time, the territorial office may refer the matter to the administrative court, if it considers
that the act can have serious consequences (especially financial one). Optional control of the territorial offices of
the State Chancellery law requires verification of any act by the local authorities, not subject to compulsory
control.
The Law on Local Public Administration established that the control of legality may be initiated by the
territorial office of the State Chancellery, when the local council intervenes with a request regarding verification
of the legality of any act of executive authority if it considers that it is illegal. However, if mayor or district
president or secretary of council considers that the decision of council is illegal, they may request the territorial
office of the State Chancellery to examine legality. The request for control of legality must be made within 30
days from the issue date of the act.
The procedure exercising the review of administrative acts by any injured persons is identical to that required
by the LPA. In this case, the control is requested by any physical or legal persons who consider themselves
aggrieved in his legitimate right by an administrative act. The period for request processing by the territorial
office is 30 days from the date of receipt of such request.
The LPAs acts which are most often appealed in administrative court concern: land relations and patrimonial
issues 40% of cases, labor relations and service - 15%, the local public finance 13.6%, constructions 12%.
Regarding the control of LPAs acts, in the opinion of LPAs representatives there are not any major problems.
The situation in the field was improved much in last period of time. Moreover, starting with the March 2016 local
authorities may address directly to the Constitutional Court on all cases of violation of the principles of local
autonomy by laws adopted by Parliament, Presidential decrees or decisions of government. In this way, Moldova
fully comply with the principles of the European Charter regarding the legal protection of local self-government.
Public administration reform
Functional public administration is a precondition for a democratic, transparent and effective government.
The public administration system in Moldova has experienced radical transformations in the transition period.
Since 1990 there have been attempts to reform the public administration. But every time it was not properly
implemented.
During the years of independence a number of specific actions were taken for reorganization of the
administrative mechanisms at the central level, which aimed at optimizing the number of public officials,
improving the process of personnel selection, but most of them have sought to minimize spending of budgetary
resources, and the main motivation lies in existing barriers to payment of salaries and pensions of civil servants.
CPAR started in 2006 and was based on the Strategy of CPAR, approved by Government Decision No. 1402 of
December 30, 2005. The reform aimed at the establishment of a modern and effective system in accordance with
the principles of good governance, and which would contribute to meeting the needs of society, including better
quality of life for the citizens, characterized by transparency, predictability, accountability and efficiency.
However, at the end of 2008 it was found that the reform has not reached the targets set and was considered
necessary to continue the reforming activity horizontally. Regrettably, but reform actions continued in the same
style as in the previous period - more formally. There were approved a lot of different programs, concepts, policy
documents and action plans. It was obtained funding from international donor institutions. However, by early
2016, the new government found that in large part CPA reform has not reached the goals and initiated
elaboration of a new strategy of Public Administration Reform for the period of 2016-2020 that was approved in
early July 2016. This strategy aims to reform the following components: (i) Administrative accountability; (ii)
Public policies elaboration; (iii) Public services modernization; (iv) Public Finance management; and (v) human
resources management. The strategy is oriented to reform both central and local levels of administration.
From the legislative point of view, competences and responsibilities of LPAs reform included five distinct
stages described in Annex. The last reform started in 2000 and it is still under implementation. The approved
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legislation, for example: Law No. 397 on local public finances 16.10.2003, Law on the status of local elective
official of 02.02.2000, Law on the administrative court of 10.02.2000, Law on administrative decentralization of
2006, the new Law on local government of 2006 brought significant improvements in the reform of local public
administration, but this process was not yet completed with good results. During the whole period of
independence, the attempts to reform the local public administration, to make public services closer to the
population, has not been fully implemented, due to the lack of a strategic vision and political will, lack of well
conceptualized strategic reform document, the lack of an authority to monitor and coordinate the reform and to
the lack of awareness of the need for local public administration reform.
Public service and human resources
According to the conclusions of the Baseline Measurement Report The principles of Public Administration,
prepared by SIGMA in 2015, which fully subscribe, Moldova achieved remarkable successes in restructuring and
improving of public service and HRM. In the same time as the Report attesting on this area is still a lot to be done,
the main issue being the implementation of rules and norms that have already been approved. Thus, the civil
service in Moldova is regulated by the Civil Service Law 158/2008, which has been amended 13 times since its
approval. The definition of a civil servant is clear and in line with the international standard. The material scope
of the public service is covered by the CSL and developed in detail in different pieces of secondary legislation.
But, the horizontal scope of the civil service, as regulated in the CSL, does not cover all necessary institutions and
groups of civil servants. There was an attempt to improve the vertical scope of the civil service by introducing the
position of state secretaries recruited on merit, but the legislation does not provide the necessary managerial
power for state secretaries and is not fully applied.
There is currently no strategic document containing clear and coherent policy and concrete implementation
measures to indicate that public service reform is a priority for the Government. Primary and secondary
legislation is complete, but some issues regulated by secondary legislation exceed the authorization in primary
legislation. The HRMIS system does not function properly, mainly due to incomplete data and limited scope.
Open competition in recruitment is hampered by the composition of competition commissions (formed only
of members of the hiring authority and headed by its deputy manager), the high proportion of non-competitive
processes used to fill vacancies, and the fact that civil servants were nominated to some vacancies in violation of
the Law. Conditions of termination of service are regulated in the Law but it allows for subjective dismissals.
The salary system of civil servants is established in the CSL, but it does not work well in practice, as some
elements of pay have not been implemented. There is no maximum limit on the share of all the elements of
variable pay, leaving too much room for managerial discretion.
In the area of professional development there is room for improvement. The compulsory number of hours
of training per civil servant each year has not been realized. Training needs to be planned with a more strategic
approach. Performance appraisal has not yet yielded the expected results because the inflation of scores makes
it difficult to link appraisal with other management decisions affecting civil servants (such as promotions).
Considerable efforts have been exerted to promote integrity in the civil service and avoid corruption.
However, civil servants are only moderately familiar with some key concepts of the legislation, and perception
of corruption in the system is very high.
Accountability
As in the case the previous Chapter, the Baseline Measurement Report sets out very clearly that appropriate
mechanisms to ensure accountability of state administration bodies, including their liability and transparency still
need to be greatly improved because:
- The legislative framework on the organization of state administration exists, yet it is inconsistent and
fragmented. The classification of administrative bodies is clear. Separation between policymaking functions and
executive tasks also is clear, but the rationality of the state administrations structure and the creation of new
administrative bodies are not based on consistent criteria.
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- The right of access to public information is generally enshrined by the Constitution and legislation in force
but there is no institution responsible for monitoring implementation of the guarantees of access to information
and aggregating statistical data on the number of public information requests submitted, accepted or refused by
state administration bodies. In the case of a refusal to share information, the applicant usually does not know
what to do and is not informed of the grounds for refusal and the right to appeal.
- Legislation on the Peoples Advocate institution meets international standards. The Ombudsman enjoys
extensive powers. The level of implementation of the Ombudsmans recommendations is increasing but the
reform of this institution has not been completed yet.
- Trust in the judiciary is very low. The Gallup World Poll 2013 shows that only 11% of Moldovans express
confidence in the judicial system, while 70% of them do not trust the courts.
- The legal framework for public liability is in place and establishes general rules and the procedure for
seeking compensation for wrongdoing by the state administration. However, there is no data available to allow
assessment of progress on the implementation of public liability (for example, on requests for compensation or
payments made by public institutions).
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Ukraine
Decentralization
Ukraine has a constitutional framework for local self-government in place. The European Charter of Local
Self-government has been ratified. A number of basic legal acts that constitute the legislative and financial
framework to support it, have been adopted.
The Ukrainian local self-government system comprises the following elements:
Local (territorial) Community of Citizens. There are village, town and city local communities in Ukraine.
Pursuant to the existing legislation it is the local community that holds the right to local self-government. A local
community stands for people who permanently reside in a village, a town or a city, which are independent
administrative-territorial units or it can also mean a voluntary amalgamation of citizens from several villages that
have the same administrative center. In addition to that, the administrative-territorial system includes three
tiers, in particular, a local community a district an oblast.
Representative Bodies. There are representative elective bodies at all three levels of the administrativeterritorial structure such as councils (can be village, town and city (district in the city council) district council
oblast council. These councils are elected by members of the local communities at the general election by popular
vote. There are also elective posts of village, town and city mayors as well as of chiefs (starosty) of amalgamated
local communities. The majority voting system is deployed in villages and towns that have population under 90
thousand people. Elections of peoples deputies to the Supreme Council of the Autonomous Republic of Crimea
, oblast, district, city and district in the city councils are conducted in line with the proportional election system
in the multi-mandate electoral constituency on the tickets of local organizations of the political parties. City
mayors are elected by absolute majority (50% plus 1 vote) in cities with the population over 90 thousand people.
There might be a second round of elections for these mayors. The rest of mayors are elected by the majority of
voters who have come to the elections.
Legislative Bodies of Local Councils. These bodies are established only at the city and town and village
councils. It is the local public administrations that act as executive authorities at the oblast and district levels.
According to the law, oblast and district councils do not have own executive bodies. They delegate their powers,
except for the powers reserved solely for them, to respective local public administrations.
The current local self-government system fails to meet the needs of the society in Ukraine nowadays. Local
self-government does not deliver what it originally was supposed to, in particular, to create and maintain
favorable environment essential for comprehensive development of an individual, to provide .accessible public
services of high quality to citizens in these local communities. These services should be based on the communitys
sustainable development.
The first attempt to address the issue comprehensively and to conduct the reform of the administrativeterritorial structure and to introduce decentralization took place in the period of 2000-2010. In 2009 the
respective reform concept was adopted. But due to the lack of necessary political support, institutional capacity
and integral and untied vision of the end result, the reform was finished without even being started. And the
following government simply abandoned all previous undertakings.
Only in 2014 yet another reform was declared. The government adopted the respective Concept for
reforming local self-government and territorial division of powers in Ukraine. The big focus was now on largescale decentralization. As of today decentralization has had a good start in Ukraine. However, gaps and
shortcomings of the Constitution of Ukraine have to be eliminated in order to ensure the successful ending of
the reform. Unfortunately, introduction of changes to the Constitution as regards decentralization and local selfgovernment is connected to the issue of granting a special status to local self-government bodies on the
territories occupied by Russian troops and terrorist groups in the eastern parts of Luhansk and Donetsk oblasts.
There is no political consensus on the latter issue and consequently other changes cannot be voted for as well.
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Perhaps decentralization of public administration is number one reform on the countrys agenda. The first
steps have already produced good results. The strategic goal of this reform is to create safe and comfortable
environment for people in Ukraine. The proposed model of decentralization of public administration is based on
several essential aspects related to identifying a new territorial basis of the local self-government, e.g. changes
to be made in the administrative-territorial division, and a transfer of powers and resources to the local level.
The Concept for reforming local self-government and territorial structure of public authorities in Ukraine has
the following key priorities:
Creation of an effective public administration that envisages a three-tier administrative-territorial
structure, in particular, oblast/region-rayon/district-community and a clear-cut division of powers between local
self-government bodies and public authorities and between local self-government bodies themselves where the
most important powers are transferred to the level of public administration, which is the closest level to the
general public
Creation of proper physical and organizational conditions to enable adequate performance of local selfgovernment bodies and allocation of relevant resources for them
Ensuring openness, transparency and citizens participation in addressing local issues.
Already in 2014 basic laws on local communities were adopted and since then the work on creation of vibrant
local communities has started. Changes to the Budget and Tax Codes introduced in December 2014 served as a
basis for fiscal and financial independence of local budgets.
Local communities exercise local self-government in Ukraine directly or through the Mandate of local selfgovernment bodies in line with the current Constitution of Ukraine and the Law of Ukraine on Local Selfgovernment in Ukraine. These powers and authority can be divided into three categories: 1) own powers of local
self-government bodies (self-governed); 2) delegated powers, in other words, certain powers of the executive
authorities delegated by the state in compliance with the law; 3) powers delegated on the contract basis. It
should be mentioned that the local self-government in the cities of Kyiv and Sevastopol have somewhat unique
features.
As for the own powers of the local self-government bodies, they are designed, first and foremost, to ensure
implementation of rights and freedoms of local citizens and to contribute to the social-economic development
of the local community. Local self-government bodies bear responsibility for school and pre-school education,
primary healthcare, cultural institutions, municipal infrastructure improvements, in particular, street lighting,
roads condition, cleaning, public order and many other important mundane/routine issues. Taking into
consideration the lack of local communities in the districts and oblasts, district and oblast councils focus their
powers and authority on addressing common problems of communities located in these administrative-territorial
units.
At present the powers of local executive authorities and local self-government bodies have not been properly
divided. At times they are unnecessarily centralized, overlapped and delegated for no good reason. All these
factors make the governing system complicated, lead to conflicts between representatives of these state
institutions, create parallel governing structures, trigger excessive financial expenditures and consequently result
in less effective performance.
Current decentralization envisages the transfer of powers to the grassroots level, i.e. the community level. It
means that the local issues will be addressed locally. It also stipulates for allocation of financial resources that
will enable these bodies to solve locally pertinent problems effectively.
The creation of new amalgamated communities continues. These communities are expected to be bigger in
terms of the area they occupy. They will receive additional mandate and resources to exercise their powers. At
present there are 11338 rural, town and city communities. Some of them include several villages. As a result of
the administrative-territorial reform, there will be 1500 sustainable communities, sustainable in a very wide and
comprehensive way that envisages resources, high living standards, proper living conditions for people and
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provision of a large majority of services delivered both by the local self-government bodies and the state. As of
September 2016, Ukraine has 177 amalgamated communities.
Since 2014 a new system of intergovernmental fiscal relations has been introduced. It is based on a
completely new mechanism of horizontal equalization of taxpaying power of territories. The main elements of
this mechanism are basic and reverse subventions. The basic subvention is a transfer provided from the national
budget to the local budget to ensure horizontal equalization of taxpaying power of a territory. The reverse
subvention stands for funds transferred from the local budgets to the national budget to ensure horizontal
equalization of the taxpaying power of territories.
The system of total balancing/compensation/balance-sheet of all local budgets was replaced by a system of
horizontal equalization of taxpaying power of territories, depending on income level per capita. This being said,
the equalization is applied only for one tax, e.g. an individual income tax. The rest of the payments remain at the
disposal of the local authorities.
New subventions have been introduced to the national budget to be then given to the local budgets. They
are educational and health care subventions. These subventions will make sure that funds for the
implementation of the governments mandate in these areas are allocated.
At the same time, thanks to the changes made to the Tax Code, local self-government bodies enjoy a higher
degree of fiscal independence when it comes to local taxes and fees; in particular, they are entitled to decide on
the taxation rate and respective tax incentives on their own.
The study on local budget performance in 2015 has shown that the implementation of the intergovernmental
fiscal relations reform produced good results despite pessimism that accompanied the initial phase when
changes were originally introduced. The increase of receipts of the general fund has amounted to 42.1% when
compared to 2014. The revenue base of the local budgets has been increased by transferring some taxes and
fees to the local budgets. The cost structure of the local budgets has also undergone changes. The share of
expenditures related to the implementation of self-government mandate has gone up. This is an indication of a
higher spending autonomy of the local budgets and more effective utilization of public finance at the local level.
It should be noted that local budgets have adequate financial resources to meet the real needs of the local
budgets as regards allocation of funds required for the implementation of powers delegated by the state.
Another positive aspect of the intergovernmental fiscal relations reform is increased investments to the local
budgets. In 2015 capital expenditures amounted to 11.5% of expenditures of the general and special funds of the
local budgets. Thats up 136.8% from the year of 2014.
Control and Supervision
Local self-government bodies and officials are accountable, controlled and responsible to the local
communities. At the same time local self-government bodies and officials are liable for breaching the
Constitution of Ukraine or the laws of Ukraine. When it comes to their performance and implementation of
powers delegated to the executive authorities, they are accountable to the respective executive bodies. Local
public administrations ensure monitoring and control over implementation of delegated executive powers by
the local self-government bodies. The state also ensures financial control over the implementation of the local
budgets.
Decentralization stipulates for the introduction of an updated mechanism of state control over decisions
made by local self-government bodies and their compliance with the Constitution of Ukraine and the Ukrainian
legislation and over the quality of public services rendered to people. It is expected to ensure this control via the
institute of prefects that will represent the interests of the state at the regional and local levels.
If and when regulations of local self-government bodies and officials are qualified as the ones that do not
comply with the Constitution of Ukraine or the laws of Ukraine, then they shall be taken to court to be qualified
as illegal.
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Public administration reforms

The strategic framework for public administration reform
Ukraine gained its independence in 1991 and since then the country has made several attempts to reform
its public administration system and civil service as the old institutions and the Soviet school of public
administration failed to fit into the new environment and were unable to ensure good governance. The public
administration reform entered a new phase after the Revolution of Dignity. In 2015 the Government of Ukraine
adopted a Strategy for Civil Service Reform until 2017. In 2015 the Parliament adopted a new law on public
service that stipulated for major changes and introduced new approaches to setting up the civil service in the
country. Besides, in 2016 the Government adopted a Strategy for Public Administration Reform in Ukraine for
2016-2020. The Anti-corruption strategy has been approved as well. These are three key documents that define
the legal and political framework of the current public administration reform.
The current government of Ukraine has outlined the priority of its programme. The priority is to improve the
quality of public administration and public services. The implementation of this priority envisages the
achievement of a strategic goal, which is to build the system of public administration on the basis of the European
principles of the respective system. Taking into consideration the European choice and the European perspective
of Ukraine, the implementation of the public administration reform shall be based on common values declared
by the Association Agreement, such as adherence to the democratic principles, rule of law and good governance.
Therefore, the current public administration reform is aimed at improving the public administration system
and boosting countrys competitiveness growth. The reform has the following priorities:
Strategic planning, policy making and coordination (public policy)
Civil service and human resources management
Accountability establishment/implementation, transparency, monitoring/oversight
Administrative services delivery
Public finance management.
In order to enact key decision, to ensure monitoring and evaluation of the implementation of the public
administration reform, a Coordination Council for Public Administration Reform was established under the
Ukrainian Government. The representatives of various executive authorities and civil society organizations are
members of this Council. The Vice-Prime-Minister for European and Euro-Atlantic Integration of Ukraine is in
charge of the coordination of the public administration reform. A separate department responsible for the
implementation of the Strategy for Public Administration Reform was formed at the Secretariat of the Cabinet of
Ministers of Ukraine.
Public Service and Human Resources
Changes aimed at creating professional, viable/sustainable/consistent and politically neutral civil service
were introduced together with a new law on civil service that came into effect in May 2016. When implementing
the civil service reform it is planned to initiate a position of a Secretary of State at the ministries, thus separating
political and administrative positions. The Commission on Senior Public Servants has been already set-up. The
Commission will play a key role in selecting candidates to the top positions of the civil service and will handle
dismissal of top officials. Individuals will be appointed to the civil service positions only on the basis of the
competition. A transparent, clear and fair remuneration system has been introduced to the civil servants. This
system brings down/minimizes the value judgment/subjective judgment when defining the financial incentives
for the civil servants. A gradual salary increase is expected until to 2020. Clear criteria of political neutrality
(nonpartisanship/no-party affiliation) have been set for all public servants, including top officials. The work on
setting-up the reforms teams is under way in the line ministries. This process is accompanied by introduction
of extra financial incentives in order to ensure competitive salaries at the overall labor market. Therefore, highlyqualified professionals from business and non-governmental sectors are expected to get engaged in the reform
process to guarantee speedy, effective and qualitative implementation of reforms in certain areas.
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Accountability
Good public policy making, strategic planning and coordination of the public policy call for institutional
capacity building within the Cabinet of Ministers of Ukraine, advancement of policy making practices and
introduction of a strategic planning system. Besides, an effective monitoring and evaluation system is expected
to be introduced, including ministries performance assessment.
In order to ensure proper accountability of ministries and to avoid overlapping of their functions, clear-cut
performance indicators will be introduced. In addition, the head of the executive body will be obliged to report
on the progress made by his/her ministry or state agency that he/she runs. The proper public control mechanisms
have been introduced for the competitions of the civil service positions.
The anticorruption policy and civil service integrity are important aspects of the public administration reform.
With the help of the international donor community the electronic declaration system of income and spending
of civil servants was introduced in 2016 thus giving a start to monitoring of the civil servants lifestyle.
The respective legislation on access to public information was adopted. Each and every citizen has a right to
file a request for public information. Public authorities shall facilitate the request and provide such access. A webportal of open data held by the public authorities was created.
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Armenia
Decentralization
The territorial administrative reforms in Armenia began in late 1995 after the adoption of the Constitution.
It became the legal foundation for the territorial administrative reforms. This was followed by new laws and
legislative acts which led to the organization of new systems, territorial administration and local self-government
in a short space of time. The logic of public policy was: the solution of local matters should be found closer to
home and the big regional issues should be solved by the state territorial administrative organs by enlarging the
administrative territorial units.
After adoption of the Constitution in 1995 decentralization and local self-government reform has started.
New local self-government system has been established, political, fiscal and administrative decentralization have
been implemented, and new territorial administrative division of Armenia is established. These are happened till
2000. Then decentralization reform takes place slowly.
At the beginning of decentralization and creation of a new local self-government fiscal decentralization also
took place but the process was stopped and there were no any development related to the fiscal decentralization.
The same is related to the competences of local governments. Only minor administrative competences have been
transferred to local governments but not delivery of public services.
New administrative territorial units were formed: Marzer (regions) and Hamainkner (municipalities). A
territory covering 29800 square kilometers of the Republic of Armenia was divided into 10 regions and the capital
city of Yerevan was given regional status. State government covers the regions and local self-government covers
the municipalities. Marzer are further divided into rural and urban municipalities, and Yerevan into districts.
Marzer vary greatly in territory, population, number of municipalities and level of economic development. The
largest region is Gegharkunik Marz, whose 5,348 square kilometers also includes Lake Sevan (1,256 square
kilometers). Shirak Marz has the most municipalities, with a total of 119. In the regions the Government appoints
regional governors, who with the help of the territorial administrative bodies carry out their activities.
There are 896 municipalities in Armenia now and Yerevan received status of municipality in 2009. Average
number of population per municipality is 3290 people; this indicator with Yerevan excluded is 2122. Average area
per municipality is 33.3km.
The RA legislation stipulates the norms of social protection and social guarantees of civil servants, which are
mostly consistent with the norms of labor rights. The Law shall stipulate the regulations of social protection of
civil servants and make sure that those are fully consistent with the norms applied for the labor law.
Recent developments of local democracy in Armenia related to the Municipalities Amalgamation program of
the Government of Armenia and ratification of the Additional Protocol to the European Charter of local Selfgovernment on the right to participate in the affairs of a local authority by the Government of Armenia.
Municipalities Amalgamation program has been in the agenda of the Government of Armenia since 2008.
The Government of Armenia has taken into consideration the Concept of Municipalities Amalgamation and
Formation of Inter-Municipal Unions in 2008 and 2009 and approved it only in November 10, 2011. The principles
and criteria of enlargement have been defined by the Concept. There were two options for amalgamation;
1. According to the rayon soviet time and
2. According to the clusters.
It was decided to base in the clusters option and implement amalgamation in pilot municipalities. 14 pilot
clusters have been chosen and study of them was implemented in 2013 and 2014. It was decided to nominate
local referenda in 3 clusters out of 14 by the Government Degree on March 19, 2015. These 3 clusters include 22
municipalities. Local referenda took place in May 17, 2015. This referenda has advisory nature and results can`t
be taken into account by the Government. Only 6 municipalities voted against the amalgamation out of 22. The
government of Armenia submitted to the Parliament of Armenia the package of draft laws on municipalities
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amalgamation at the end of 2015. Local elections in the new formed 3 municipalities took place on February 14
2016 and these 3 new established municipalities started function as multiple settlements municipalities.
The government of Armenia is continuing municipalities amalgamation process. Municipalities 15 clusters
of amalgamation in the agenda of the government. Elections in these amalgamated municipalities will take place
in September 18 and October 2 4016. There are 136 settlements in these 15 clusters. It means that there will be
9 average settlements in each municipality. There were average 8 settlements in the first pilot 3 clusters.
Ensuring implementation of laws is as important as their adoption. Many provisions of the European Charter
of Local Self-Government are also reflected in the Armenian legislation. Yet their application is far from being
satisfactory. The assessment of the actual application of principles of European Charter of Local Self-Government
is presented below.
Subsidiarity. The essence of this principle is the implementation of those powers of public administration by
the local self-government bodies, formed at the lowest levels (municipalities, districts, etc.), that are more
appropriate to be implemented on those levels. This stands for an appropriate delegation of public
administration powers from the top level (national government) to the lowest level (municipalities). This principle
is not fully effective due to the lack of the necessary conditions. First, there is a legislative gap. The local selfgovernment system is single-tier, and many of its powers are performed by state or central authorities (secondary
education, healthcare, public order, etc.). Second, this single-tier system has many small municipalities, whose
LSGs are unable to perform the powers defined by law. Thus, the local self-government is not fully effective in
Armenia.
The essence of the principle of European Charter on Local Self Governance is that the self-government bodies
have a right to deal and solve any issue which is of the interest of municipality, if it is not beyond the mandate of
state bodies. Yet, the capacities of LSGs are so small, that they are actually unable to utilize this right. This
principle practically doesnt work.
Independence and responsibility. The degree of independence of local self-government bodies mostly
depends on the countrys democratic condition. In this regard the situation is far from being satisfactory. 20002016 years were unprecedented setback to the independence of LSG bodies. They were not independent before
that either, however, during the parliamentary elections of 2012 and presidential elections of 2013 they were
turned into the implementers of orders from the incumbent authorities.
Comprehensive and exclusive competence of local self-government. This means that none of the public
administration bodies have a right to interfere with the powers that are transferred to the local self-government.
Besides, powers must be precisely specified without possibility of equivocal interpretation. In reality, the state
authorities do not only often interfere and guide, but also sometimes impose certain actions (that are of the
interest of the state authorities) on the local self-government bodies. Financial independence. The Armenian
authorities did not take measures to enhance the financial independence of municipalities. The share of
expenditure of municipal budgets remains very small in the expenses of the consolidated budget and GDP (in
2015 8.9% and 2.6%, respectively). To compare, in the Central European and Baltic countries these indexes are
20-30% and 7-13%, respectively. Around 40% of municipal revenues are official grants. No steps were taken to
foster municipalities entrance to the loan capital market.
Financial equalization. A significant shortcoming of the existing mechanism of financial equalization is that
the number of population of municipality and, to some extent, financial capacities, are its main indicators,
however, the needs of the municipalities are completely neglected. Besides, the equalization subsidy is provided
to all municipalities, not only those that are in greater need. As noted above, the Government approved the new
draft on financial equalization and submitted to the National Assembly. The shortcomings of the current law are
improved. But the law is expected to come into force on January 1, 2017.
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According to the European Charter of Local Self-Government, the administrative supervision over the
activities of local self-government bodies should only include the legal domain, i.e., the correspondence of the
adopted decisions by LSGs to the Constitution and laws. The scope of supervision can be more only over the
delegated powers. Yet, in practice, the supervision over local self-government is far beyond the legal frames and
is implemented by different high-level representatives of the government.
Currently the EU is implementing the Support to Civil Service Reforms in Armenia project and involving
local and international experts to support the Civil Service Commission. The main purpose of the project is
development strategy and new draft law on civil service. Civil service reform strategy has been adopted by the
government of RA protocol decision N57 on 29 December 2015. Civil Service reforms are crucial components of
sustainable and long-term development of the public administration system policy; this strategy aims at the
fulfilment of Civil Service Reforms
The current processes of the implementation of the Civil Service reforms have been stipulated also by
the Memorandum of Understanding signed in 2014 between the European Union (hereinafter EU) and the
Republic of Armenia on assistance provided by EU to Armenia in 2014 2017. One of the three key areas of
assistances provided to Armenia is public administration reforms.
During the development of the draft reforms strategy seminars and consultations have been organized
and carried out with international organizations (e.g. UNDP, OSCE, EU/OECD SIGMA and WB experts , chiefs
of staffs of Civil Service system authorities and other stakeholders, including the representatives of nongovernmental organizations.
Since 2010, the Civil Service system has stepped into a new stage of development, which was conditioned by
strategic priorities of ensuring long-term results: enhancement of cooperation with international organizations
and EU member states and similar structures, reduction of corruption risks, reforms of Civil Service competition,
attestation and training procedures, capacity building of the RA Civil Service Council as the body in charge of
managing and organizing Civil Service system, etc.
To create a unified database in the Civil Service system and for the opportunity to exchange that information,
since 2010 Information Electronic System for Human Resource Management (IESHRM) has been operating. To
improve the processes of hiring for work and of recruitment in the Civil Service system, a unified certification for
junior position candidates as well as a point based assessment system of candidates at the interview stage for
recruitment to vacant positions was introduced. To make the Civil Service system competitive and attractive, to
increase motivation and work efficiency of the civil servants, to increase the flexibility in recruiting professional
personnel and in promotion, to form a new assessment system and to abolish the attestation process, a new
scale of requirements for work experience was adopted, which significantly narrowed down the circle of
differences in requirements for civil and non-Civil Service experience. By the Government Decision N1510-N
dated 20 October 2011, to review the attestation process of the civil servants, a performance assessment and
performance related bonus system was introduced in the state governing bodies, based RoA on which not only
the performance of the state body, but also the performance of each employee is assessed. By the RoA
Government Decision N 1691-N dated 27 December 2012, the procedure for allocation of social packages to
public servants, including civil servants, as well as the content of the services in the social package was defined
(social package). Since 1 July 2014, a unified remuneration system for public officials, including civil servants, has
been functioning in the republic, which is regulated by the RA Law On Remuneration for Persons Holding State
Positions adopted on 12 December 2013.
The priorities of Civil Service Reforms include:
1) Implementation of internationally acknowledged system of Civil Service job evaluation;
2) Improvement of the management of Civil Service system;
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3) Improvement of Civil Service personnel roster and classification grade system;

4) Recruitment of Civil Service positions (selection and appointment);
5) Mobility (promotion opportunities), evaluation and training system;
6) Comprehensive system of rights and duties, including disciplinary procedures;
7) Reorganization and liquidation of Civil Service bodies, termination of employment relations, and social
security.
The main actions necessary for implementation of Civil Society reforms are:
Legal
1) By the end of 2016 to have the Draft Law on Civil Service, as well as, upon necessity, draft laws on making
amendments and supplements in other laws related to it.
2) By the third quarter of 2017 to have the by-laws ensuring the enforcement of the Law.
Systemic
1) By the end of 2018 to have new questionnaires, tests and programs necessary for the recruitment,
assessment and training in the Civil Service system.
2) By the end of 2018 to provide for the respective trainings of the chiefs-of-staffs of the respective bodies
and human resources management units servants included in the Civil Service system.
3) By the end of 2016 to have a center in the RA CSC, the main goal of which shall be to ensure the reform
process.
Technical
By the end of 2018, to have an improved electronic HRMIS software, and by the end of the first quarter of
2019 to provide for necessary trainings.
Civil Service Reform Principles include legality, equal access, merit-based recruitment and promotion, depoliticization, integrity and ethical conduct, impartiality, sustainability, citizen oriented service, responsibility and
accountability, and stability.
The main principles included in the Law on Civil Service are consistent with the international best practices
of public administration. Nevertheless, some principles are not properly formulated.
The Law on Civil Service shall stipulate the Civil Service principles. In particular:
1) Effective and impartial/objective service provision with regard to both the citizens and common interest;
2) Civil servants responsibility for effective implementation of political programs defined by the institutes
elected in a democratic way;
3) Principles based on merits and capacities during the professional promotion of civil servants;
4) Accountability of the Civil Service.
The rights and obligations of civil servants are broadly defined by the Law on Civil Service; however, at the
same time the definitions of some crucial rights and obligations are missing. The Law on Civil Service, as well as
other respective legal acts shall define all the rights and obligations of civil servants, which are outlined by OECD
benchmarks and consistent with best EU experience. The Law shall also define the civil servants key ethics
principles, the types of disciplinary violations, and shall clearly state the disciplinary penalties thereof, as well as
the main provisions protecting the rights of civil servants.
23 | P a g e
Azerbaijan
Decentralization
Azerbaijan ratified the European Charter of Local Self-Government in 2001 and by this, it has taken a number
of commitments to foster decentralization process in the country. The Republic of Azerbaijan declares its
commitment to fulfilling the following Articles under the 2nd paragraph of the Article 12 of the European Charter:
Article 2; Article (I, II), Article 4 (I, II, IV, V, VI); Article 5; Article 6 (I, II), Article 7 (I, III); Article 8 (I, II, III); Article 9
(I, II, III, IV, VII, VIII); Article 10 (I, II, III); Article 112
According to Article 124 and Chapter IX of the Constitution, local government is carried out by both local
executive authorities and state bodies and municipalities. Local executive bodies are run by chief executives who
are appointed and dismissed by the President of Azerbaijan, who also determines the powers of these bodies.
Members of municipal councils are directly elected by the citizens, but the chairs of these councils are elected
by the council members (indirect election).
The conflict of the Nagorno-Karabakh region still remains a sensitive issue. The Government of the Republic of
Azerbaijan declared that it is unable to guarantee the application of the provisions of the European Charter of
Local Self-Government in the territories occupied by the Republic of Armenia until these territories are liberated
from that occupation .
It is important to note that the administrative-territorial division of Azerbaijan has essentially been retained from
the Soviet era and consists of villages, settlements, regions and cities. The Nakhchivan Autonomous Republic
(NAR), a constituent part of Republic of Azerbaijan, is comprised of 63 administrative districts, 78 cities, 261
towns and 4248 villages . Municipalities are established in villages, settlements or cities, rather than on a regional
basis. Each municipality acts as an independent juridical entity, with neither horizontal nor vertical subordination.
Cities may be divided into administrative territorial units, in which case each unit comprises a separate
municipality. Only two cities are divided into districts (Baku and Ganja). In these cities, district or settlement
bodies of local executive authority are subordinate to the city executive authority.
Under the constitution, Azerbaijan is a unitary state. The NAR retains legal and administrative status within the
country and is the only autonomous state. Nevertheless, the constitution, laws, executive orders and decrees of
the Cabinet of Ministers are mandatory for implementation in the area of NAR.
The highest official of the NAR is the chairman of Supreme Parliament of the NAR. The heads of local executive
bodies of the NAR are appointed by the President of the Republic of Azerbaijan upon a recommendation of the
chairman of Supreme Parliament of the NAR.
The scope of action of local executive bodies, its organisational structure and competencies are regulated
by the Presidential Decree No. 648 called Charter of Executive Bodies dated on 6 June 2012. After this decree
came into force, the authority and area of influence of heads of executive bodies appointed by the president
have expanded. And most of the authorities and services that were recommended by the European Charter to
be transferred to local self-governance bodies were acknowledged as a part of the responsibility of heads of
executive bodies. In acknowledging this, all locally raised issues, including public services, are now exceptionally
concentrated in the hands of local executive bodies. In addition to the authority of local executive bodies in
providing public services, in many cases, they possess the authority to render control over institutions (private
or public) who have the similar right.
Law on adopting European Charter on Local Self Government, 25 December, 2001, 238-IIQ
24 | P a g e
The possession of all important powers with regard to implementation of state power at local level and
locally important public services as defined in the Regulation on Local Executive Bodies in the hands of local
representatives of central governments and heads of executive bodies, who are appointed by the government,
is legally contradictory to Article 4 (III) (the principle of subsidiarity) of the European Charter of Local SelfGovernment.
The Constitution does not define local self-government and merely refers to it as being carried out by
municipalities, which are elected bodies (Art. 142(I) and (II)). In particular, it does not regulate local selfgovernment in Section 3 on State power, which implies that municipalities are not included among the public
authorities exercising state power. It does not define municipalities as institutions forming part of the overall
public administration. Accordingly, the relevant provisions do not include the main components of the Charters
definition of local self-government since they enshrine neither the right of local authorities to regulate and
manage local public affairs nor the concept of the interest of the local population.
Control and supervision
In addition to placing certain tasks in regard to accountability on local self-government institutions by
Azerbaijani law, the latter also considers administrative control mechanisms over the municipalities, which is
regulated by the law on Administrative Supervision over the Work of Municipalities. The supervision is carried
out by the Center for Work with Municipalities of the Ministry of Justice, who also reports to the National
Parliament about the results of supervision activities on an annual basis.
The administrative supervision of the Ministry of Justice should not limit the right of municipalities from
undertaking locally important tasks indepedently and freely under the jurisdiction of the law. Moreover, the
supervisory intervention to the municipalities work during the monitoring process should be corresponding to
the objectives enshrined in the law. Unfortunately, in practice, there are many interventions by the central
government to the work of local self-government institutions.
In 2009, as a result of the referendum, the new changes were made to the Constitution and it also reflects
the accountability of municipalities before the National Parliament. This amendment contradicts the Article of
the European Charter of Local Self-Government in a terms that the Recommendation 3263, adopted in 2012, by
the Monitoring Group of Congress of Local and Regional Authorities of the Council of Europe (CoE) stressed the
lack of clarity on the supervisory procedures over municipalities in the law on Status of Municipalities, and
especially reporting issue about municipality activities before the parliament. Although there were appropriate
amendments to the legislation regarding the accountability mechanism in the parliament, no practice of such
reporting has been observed so far.
Fiscal decentralisation
Although the centralization in public administration has been conducted as a result of oil revenue increases,
a tendency towards initial decentralization process in the background of oil revenue drop is being observed in
Azerbaijan. The government has taken first steps to amend the law in favor of decentralization in 2016 and these
steps were carried out as a part of governments institutional reform. A new legal institution has been established
in this process and this has led to the adoption of the law on Public legal persons with the Presidential Decree,
adopted on 29 December 2015. This has helped to clarify uncertainties that were applicable to some state
institutions and the new law brought clarity to the issue. According to the law, the public legal persons are the
institutions who engage in activities of state and public importance and non-state or non-municipal body. Unlike
government agencies, the public legal entities are granted the right to participate in entrepreneurial activities.
They will not be funded by the state budget, but rather through self-funding principle. However, it is expected to
get some financial aid in early years. At present, the Central Bank, the Financial Markets Supervision Chamber
3
Local and regional democracy in Azerbaijan. Recommendation 326 (2012). Strasbourg, 16-18 October 2012. 23rd
SESSION of Congress of Local and Regional Authorities of the Council of Europe
25 | P a g e
and the State Examination Centre operate on the basis of a public legal entity. The transfer of certain
responsibilities of the state to the public legal entities can be estimated the first step in the field of
decentralization. However, in spite of all these steps, it is too early to make an estimation of decentralization
results, particularly fiscal decentralization.
When assessing the level of fiscal decentralisation in Azerbaijan, we need to consider three levels of the
budget system: the central government budget (state budget), the NAR budget and the local (municipal) budget.
The central budget plays a crucial role as the biggest funding source in all state-led economic activities and
investment projects in the country. The role of the budgets of NAR and municipalities remain insignificant.
The central government budget. The central governments budget is defined as "state budget" in the
legislation. Under the current legislation, the budget of the central government itself is divided into 2 levels: local
revenues and expenses; centralized revenues and expenses.
Each year, the budget composition of centralised and local income/expenditures for the next financial year
is approved in the parliament. All of the incomes formed in the regions from tax and charges and a small portion
of taxes and payments in the capital are labelled as local incomes. The share of local revenues in the state budget
revenues ranges between 3-5%, in general. Local expenditures include tax and non-tax revenues collected in the
regions and cities, as well as other expenses pre-determined from the central budget for execution in the regions.
The share of these expenditures does not exceed 10% of the share of total spending. According to the budget
law, the remaining costs are considered as the centralized cost.
The local structures of central governments (both the local executive bodies as local representatives of the
president and local departments of the ministries and state committees) are not locally autonomous authorities
in the field of formation of local revenues (taxes and fees calculation, as well as the purchase of the budget) and
spending (determination of expense norms and expense fields). Therefore, the ratio of central governments
local and centralised revenues and expenditures can not be used as an indicator for reflection of fiscal
decentralisation level.
According to the law on "Status of municipalities", there are a sufficient number of functions being entrusted
to local self-governance institutions. The article 4, 5 and 6 of the above-mentioned law envision areas of activities
for municipalities that include preschool and school education, health, culture, use of local water sources,
planting and renovation, waste collection, transportation, construction and maintenance of local roads, social
protection of the people in need and protection of cemeteries. But in reality, all of these activities remain under
the authority of local executive bodies and other government-led institutions. And those activities that were
entrusted to municipalities in an exceptional manner (for example, the construction and maintenance of roads
in the municipality area) are not financed enough from the central budget to execute the duties in full scale.
Nevertheless, both the European Charter of Local Self-Government and law on "Status of municipalities"
reiterates the necessity of allocating sufficient funds to municipalities to execute their commitments.
Under the current law, all budget levels are independent. According to the Article 3 of the law on Budget
System, independence of the budgets implies the right to determine income and expense directions in line with
existing legislation and budget classification. Azerbaijani legislation enshrines the right of municipalities
independently to determine their spending priorities. However, as a result of the lack of exceptional power of
municipalities, these rights have proved impossible to exercise in practice. In contrast, the scope of the NARs
authorities as defined by the Constitution is more precise, and it holds the right to allocate any expenses
necessary for the implementation of its plans.
One of the most popular indicators used in international practice to assess the level of decentralisation in
spending is the ratio of local governments spending against total government spendings and GDP. These
indicators are significantly low in Azerbaijan (Table 1).
26 | P a g e
Table 1: Main quantitative indicators outlining the level of expenditure

Decentralisation in Azerbaijan4
Indicators
Shares of local and regional budgets in state budget
spending (%)
Spending shares of local and regional budget (% of
GDP)
Revenue shares of local and regional budgets in the
state budget without allocations from the state budget
(%)
Shares of local and regional budget revenue in GDP
without allocations from state budget (%)
Revenue share of municipalities in state budget
without allocations from the state budget (%)
As 0% of share of transfers in the regional budget
allocated from the state budget
As 0% of share of transfers in local budgets
allocated from the state budget
As 0% of share of total transfers in local and
regional budgets allocated from the state budget
2
010
2.
6
0.
68
0.
65
2
011
2
.1
0
.59
0
.47
20
12
2.0
0.5
6
0.4
5
2
013
2.
0
0.
66
0.
50
2
014
2.
14
0.
68
0.
60
2
015
2.
3
0.
75
0.
57
0.
18
0.
22
8
2.2
1
3.3
7
5.8
0
.15
0
.19
8
5.5
1
0.0
7
7.8
0.1
4
0.1
8
84.
6
13
.1
77
.1
0.
17
0.
22
8
3.5
1
1.2
7
4.5
0.
19
0.
24
8
0.9
1
0.6
7
2.3
0.
16
0.
13
8
0.1
1
6.8
7
5.3
As Table 1 shows, the local and regional government share of the total central government expenditure (22.6%) and GDP (0.56-0.75%) is very low. Although there was slight growth between 2011 and 2015, overall, local
and regional government expenses have remained modest.
The local self-governance institutions are not even financially independent to carry out their limited liabilities.
The existing legislation - the Tax Code, laws on "Local (municipal) Taxes and Fees", "Financial Basis of
Municipalities", "Budget System" have indicated a high number of income sources for municipalities. However,
a significant proportion of these sources are not sustainable and does not form high-income basis for
municipalities to operate with dignity. The total budget revenues of all municipalities in the country were 30.9
million AZN (27.1 million in EUR) in 2015 and per capita income of local budgets made up 3.3 AZN (2.9 EUR) 5.
The intergovernmental transfer system is also weak. The Law on Budget System envisages transferring of
special funds (targeted funds) and general-purpose funds to the budget of NAR and local budget. Moreover,
only general (general-purpose) transfers are practiced in Azerbaijan. The purpose of transfers to NAR is to
prevent the budget deficit and to balance revenue and expenditure. The purpose of transfers with respect to
local budget is uncertain as a whole.
At present, the legislation in force authorises municipalities to receive conditional (subsidies and
subventions) and unconditional (dotation) financial aids from the state budget. However, in the past 15 years
since the establishment of local self-government institutions in Azerbaijan no any conditional financial aid has
been allocated to municipalities. Moreover, there is no adequate legal ground yet to transfer conditional financial
4
The table reflects the expenses breakdown of the state budget, the local budgets and the NARs budget between 2010
and 2015 based on official data that were compiled and analysed by the author. www.budget.az
5
Bldiyy orqanlarnn bdcsin dair statistik blleten, yanvar-dekabr 2015, Bak 2015, DSK
27 | P a g e
aid to municipalities and financial transfers form extremely small amounts in their local budgets. In 2015 the
volume of transfers from the central budget constituted only 16.8% of the total income of all municipalities. At
that time, subsidies, or so-called non-refundable financial assistance made up 5.2 million AZN (4.6 million EUR),
an average of 3.23 thousand (2.83 thousand EUR) per municipality. And the share of unconditional funds in the
state budget does not exceed 0.03%.
There were some steps taken towards an improvement of transfers of financial aids from state budgets to
lower budgets in 2014. On June 20, 2014, the criteria for unconditional financial aid (state transfer) were
improved by making amendments to the law on Budget System of the Republic of Azerbaijan. Until now, the
unconditional financial aid had been provided based on two criteria. From now on, the calculation of the aid limit
will include the population size of the municipality area; their weight in the formation of the countrys financial
resources, revenues, and expenditures of municipalities; the geographical location of municipalities, e.g.
proximity of the settlement to the front line and high mountain areas; the living standards of local people, and
the socio-economic projects being implemented in the area.
On June 30, 2014, the mechanisms of the allocation of conditional financial aid were improved by making
amendments to the law on municipalities. The new law considers allocating additional subventions from the
state budget to the local budgets for implementation of projects in the fields of local social protection,
environment, economic and social development programmes, as well as financing additional authorities of
municipalities granted to them by the law and handed over by the executive committees.
Yet, in practice, there is no any positive impact on improvements in the inter-budgetary transfer mechanism.
The unconditional transfers for municipalities remain low and conditional budget transfers have not been
successfully implemented in practice.
The Law on Budget System only states that in calculating the maximum level of subsidies, the number of
population living in that municipal area may be taken into consideration. One of the challenges is that there are
no precise and real legal mechanisms, guidelines, and frames for distribution of transfers to local budget from
the central budget, in particular how municipalities can apply for these subsidies.
Azerbaijan presently not only faces the problem with lack of transparency in the calculation and distribution
mechanisms of transfers but also with the insufficient amount of central government transfers to local and
provisional budgets.
Against the background of decreasing oil price in the world markets, there were certain initiatives by the
government to reform public administration system. However, these reforms occurred within the framework of
fiscal consolidation policy. And unfortunately, the decentralization reforms were not a part of the scheme that
could contribute to decentralization process. The intended reform actions were aimed at further strengthening
some central authorities and weakening the others.
A series of essential steps have been taken by the government since 2015 to conduct institutional reforms in
the field of public administration. This action has been evident in elimination and amalgamation of some
government agencies, as well as the establishment of new ones.
Moreover, additional steps have been taken towards the transition to regional governance system. Given the
Presidential Order No 1932 on Reforming the Ministry of Culture and Tourism of Azerbaijan Republic, dated on
March 29, 2016, the Ministrys 64 district offices were closed down and 15 regional offices were established. In
2014, with the same order, the district offices of the Ministry of Education were closed down and regional offices
were set up for coordination work. But the first step toward the transition to regional governance system
28 | P a g e
occurred in the Ministry of Taxes. Since November 13, 2003, the Ministry has liquated its offices in 62 cities and
regions and instead established only 12 new Regional Tax Offices.
The other component of the public administration reform was the expansion of the scope of e-services and
improvements of peoples access to it.
The public administration reforms have not been intended to create favorable condition for local and
regional authorities to strengthen, nor does it favor minimizing central governments power. The reforms are
mostly aimed at strengthening the authority of central government. And the participants, who took part in the
survey, stressed that the reforms in the public administration sector are carried out, but very slowly. Moreover,
the independent experts noted their concern over long delays in the process of reform decision.
Certain institutional change occurred in public administration field with regard to recruitment of personnel
into public service. According to the Presidential Decree No. 860, dated on April 11, 2016, the Civil Service
Commission under the President of the Republic of Azerbaijan and the State Commission for Student Admission
of Azerbaijan Republic were abolished and the State Examination Center (SEC) has been established on their
basis. The responsibilities of the Civil Service Commission, including the recruitment of personnel into public
service, has been transferred to the SEC.
The recruitment into the civil service recruitment is carried out in a centralized manner. The law on Public
service regulates the relationship between the state and civil servants in the public service. However, this law
applies to civil services representing the executive, legislative and judicial bodies only. The admission to the civil
service is arranged through competition and it consists of test examination and interview. The first round is
comprised of test examination which leads to interview upon succession. In practice, the crucial role of the
recruitment occurs in the second phase (interview) and subjectivity is dominant here. The recruiting agency gives
preference to those candidates who are appropriate to the agencys work style.
Since the municipalities are not labelled as a part of public administration system, the municipality officials
are not considered as public servants. The law on Municipal Service regulates the service relationship and
under the law, the admission to the municipality service is arranged by competition. The financial fragility of local
self-governance institutions make them less attractive for public services to apply for the job, therefore, the
competition remains very low for the admission to the municipal public services.
29 | P a g e
Belarus
Decentralisation
Division of Competence between Central and Local Authorities
The Republic of Belarus has seen insignificant progress in the sphere of self-government. The government
of the country hasnt taken any significant action to approximate to European standards and reform the existing
public administration system at the local level. The European Charter of Local Self-Government is still not signed
and ratified; the previous recommendations of European institutions (incl. recommendations on fiscal
decentralization, 2012) are mostly not met; the model of "subnational government" existing since 1994 has not
undergone any major changes, and the state "vertical" of local government (Executive Committees) has only got
stronger.
The existing legislation reproduces in practice the obsolete schemes and patterns of the Soviet period on
the basis of state theory of local self-government adopted decades ago. In accordance with the Law On Local
Government and Self-Government, local government bodies in Belarus are part of the general system of
government bodies.
Local Councils of Deputies of all levels are in fact representative bodies of state administration, although
they are elected and have a status of self-government bodies.
Local executive committees are executive or regulatory state bodies and are formed by higher-ranking
bodies of state administration.
In accordance with the Constitution of Belarus, both Councils of Deputies and executive committees deal
with matters of local significance, guided by general state interests, and also implement decisions of higherranking state bodies.
Belarus legislation distinguishes between general competence and exclusive competence.
Under the Constitution the following powers are the exclusive competence of a local Council:
approval of programs of economic and social development, local budgets and reports on their execution;
establishment of local taxes and levies;
define procedure of the management and disposal of communal property;
decision to hold a local referendums.
Several powers of organizational character mentioned in the Law On Local Government and SelfGovernment are classified as the exclusive competence of a Council of Deputies, which means these powers
can be exercised only during a Council session.
Other powers of a Council of Deputies, the powers of the Presidium and the Chairman are defined by the
Law as general powers, i.e. these powers can be exercised outside Council sessions or be passed on to local or
central authorities.
The Law defines as general competence all powers of an executive committee or a local administration, the
powers of the Chairman of an executive committee and the Head of a local administration. As executive
committees and local administrations are included into the single system of state bodies, matters assigned to
competence of local executive bodies, can taken care by higher-ranking bodies of state administration.
The proof of the serious problem in the delimitation of power between bodies of central and local
authorities is in the Law On the Council of Ministers, which includes article The Council of Ministers
governance of local executive and regulatory bodies.
30 | P a g e
In particular, the Government has the right to manage the activities of the executive committees on matters
falling within its competence, to control their activities for the implementation of legislation acts, to receive their
reports, to pass to local authorities and to perceive from them some of powers.
Moreover, the problem is rooted in the fact that the law relies exclusively on the functional principle of
competence delimitation between local authorities of various levels. At the same time in the law is no principle
of competence delimitation based on the object.
As a result, one and the same functions (for instance, healthcare, education, culture, social security,
territorial accomplishment, law enforcement, etc.) are simultaneously assigned to bodies of local administration
of different levels, and also in some cases to central state bodies.
At the same time, the Law does not specify which particular welfare objects are assigned to a local body of
the relevant level (for instance, a chemist shop, a rural health post, an out-patient hospital, a general hospital, a
specialized hospital, a medical centre, etc.).
Administrative-Territorial Division (D)
On January 2012 the Law On Administrative-Territorial Division of the Republic of Belarus was adopted in
the new edition.
At the same time, Presidential Ordinance No. 128 on March 2014 On Some Issues Related to the Change
in the Administrative-Territorial Division of the Republic of Belarus.
The administrative-territorial division of the Republic of Belarus in 6 regions and the City of Minsk (a selfcontained administrative-territorial unit) has remained unchanged since 1960. The division of regions in districts
has been unchanged since 1966 (except one District, created in 1989.). Over the years of sovereignty, there has
been a change only in the number of cities of regional and district subordination, township and rural Councils.
In the last years witnessed a considerable change in the number of administrative-territorial units, mostly
at the primary territorial level. During the period from April 2010 to March 2014, the total number of
administrative-territorial units decreased by 167 units (11.2%) - from 1495 to 1328. As of 01.07.2016 the number
of administrative-territorial units amounts to 1325.
Regions (regions, or oblasts and Minsk) significantly vary in size, environmental and demographic
conditions, production and socioeconomic potential.
Districts (rayons) in each region vary considerably both in terms of population and area. With the average
size of one district being 1.76 thousand sq. m. km, 10 regions cover the territory of up to 1 thousand sq. m. km.,
and 15 - more than 2.5 thousand sq. m. km.
There remains the issue of the organization of local government, in particular the transition from a threetier to a two-tier governance system (by merging basic and primary levels).
At expert level, there are several options for the reform of the ATD, but they are not of any official status.
In the Republic of Belarus, there are two co-existing independent systems of local government in each
administrative-territorial unit. And the system of local governance. Elected bodies of local self-government
system (local Councils of deputies) are accountable to the citizens and responsible to them. Councils of deputies
dont have their own executive bodies. Bodies of local government system (local executive committees) are
formed by higher government bodies, they are accountable to them and under their control.
Below is the information about local Councils of deputies and local executive committees and local
administration (as of 01.07. 2016).
31 | P a g e
Levels of local
authorities
Kind of administrativeterritorial unit
Regional
Region
Minsk
Total regional
Basic
Primary
The number of local

Councils
6
1
7
Number of local
executive committees
(local administrations)
6
1
7
District
Town in regional
subordination
Total basic
118
10
118
10
128
128
Town in district
subordination
Urban village
Rural Council
District in town*)
Total primary
TOTAL
14
14
10
1166
-1190
1325
10
1166
(24)
1214
1349
Local Finance and Budgets

The existing state financial management system remains centralized, very conservative and closed from the
general public.
The logic of the Budget Code is that financial resources of the local authorities, referred to as local budgets
in the Code, are in practice cost estimates approved by the central government through strict regulation of utility
costs.
Loss of the subsidiarity principle, manifested in the irrational and baseless division of jurisdiction between
local government bodies of different territorial level finds its reflection in baseless distribution of local budgets
among territorial levels.
For example, the primary level of local administration, the one closest to the citizens (Councils and executive
committees of villages and district (rayon)-subordinate towns) is completely lacking funds needed to carry out
their objectives and functions. Not only that, but the functions and competences of local government bodies of
the primary territorial level are very limited.
According to the data of the Ministry of Finances, in the first half of 2016, local budget funds were distributed
between the territorial levels in the following way:
regional (oblast) level 48%;
basic level 51%;
primary level 1%.
The Code leaves little freedom to the local authorities in financial and budget planning and uses a regulatory
approach in the assessment of budgetary needs of municipalities. In this case the cost of public utilities is
determined by the state on a centralized basis and additional funds received by municipalities in excess of the
income amount are forfeited in favor of the central government.
On the one hand, such a system deprives successful municipalities of the incentives to increase budget
revenues, on the other it generates dependency among financially weak municipalities.
32 | P a g e
According to the data of the Ministry of Finances for 2015 -- 3/4 districts receive less than 60% of their
funding from the government budget, out of which more than half receive less than 40%.
Five out of seven regional units have budget coverage that doesnt cover 2/3 of their real budgetary needs.
All significant tax bases, including VAT, personal income tax, property taxes and CIT, remain under the
control of the national government, but the revenue is shared with oblast governments, who in turn share these
revenues with rural districts and rayon subordinate towns.
The Budget Code foresees the formula for allocating transfers. However, it is not implemented in practice
due to its complexity and high demands to data.
Communal property, on one hand, is an economic base of activity for local government bodies (both via its
material and financial constituents). On the other hand, communal property (according to the Constitution and
the Civil Code is a subtype of state property. It can be confiscated and redistributed by the central and higherlevel authorities in the administrative procedure. In accordance with Article 13 of the Constitution, Mineral
resources, waters and forests are the exclusive property of the state. Agricultural land is in exclusive ownership
by the state.
Based on this, it can be said that the land and other natural resources are, in reality, only used and
operationally controlled by the local government bodies performing public administration functions on the local
level on behalf of the central Government.
General and exclusive competences of local authorities
The Law On Local Government and Self-Government in the Republic of Belarus assigns general and
exclusive competence over issues to local and general councils. It also contains a description of features of the
competence of local Councils at various territorial levels.
31 powers lie within the scope of the competence of Councils of deputies, 24 of them can be realized
exclusively at the Council session. 12 powers refer to internal organization of the work of the Council (adoption
of the rules and structure of the Council, election of the Chair and Deputy Chair of the Council, approval of the
Chair of the executive committee, the establishment of committees and the Presidium of the Council, reports of
officials of the Council, the Council's membership in associations, etc.).
Councils have limited powers in addressing administrative-territorial issues (change of borders of rural
councils, townships, villages and their names, as well as names of streets, squares, etc.).
Councils have the right to establish mass media, determine the rates of payment for hunting lands, fishing
areas and bodies of water, maintain international cooperation.
The Law On Local Government and Self-Government in the Republic of Belarus fixes the features of
competence of local Councils at various territorial levels (7 at the district level, 6 at the basic level and 6 at the
primary level). Among the 19 powers 10 belong to the internal organization of the work of the Council and
territorial public self-government bodies).
In this way, the total number of powers of Councils equals 50, with 22 powers focused on the internal
organization of the Council and territorial self-government bodies.
However, in practice, these powers become a formality, since the major role in addressing the above
mentioned issues is played by local executive committees.
Local Councils of deputies do not have the authority to influence the appointment of employees of the
executive committees, and have very limited supervisory powers in relation to the activities of local executive
committees.
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For comparison, the total number of the powers of executive committees is 130, and the vast majority of
powers are related to providing everyday normal life of citizens, decision of the local municipal and economic
problems. Living standards of citizens are directly dependent on the work of executive committees. At the same
time executive committees in their work are accountable to citizens.
Councils may pass (the term "delegate" is not in the legislation) some of their powers to Councils of other
territorial levels (in most cases - to higher-ranking Council), executive committees (the most common practice),
their Chairs, territorial self-government bodies (in practice, this provision of the law is not implemented).
Control and supervision
Belarus legislation allows for extrajudicial cancellation of decisions taken by local bodies of power. For
instance, Belarus Constitution says:
decisions by local Councils of Deputies, which run contrary to the law, shall be cancelled by higherranking representative bodies.
decisions by local executive and regulatory bodies, which run contrary to the law, shall be cancelled by
relevant Councils of Deputies, higher-ranking representative bodies, and also by the President of Belarus.
It is a fact that speaks for itself that the President of Belarus, in accordance with the Law On the President,
is authorized to cancel decisions of local executive and regulatory bodies, if they contradict the law, and also
suspend decisions made by local Councils of Deputies on the same grounds. Suspended by the President,
decisions of local Councils of Deputies are not forwarded to court, but sent for consideration to a higher-ranking
Council of Deputies, which is supposed to take a final (but extrajudicial) resolution.
The division of competence remains a topical problem and can be resolved by means of a complex reform
of local self-government and state administration.
Under the Law On Prosecution the Prosecutor General and his subordinate prosecutors, shall exercise
supervision over exact and uniform execution of legal acts, including government and self-government
legislation, by all bodies, organizations and their officials.
Members of the General Prosecutors office, have the right to participate in meetings of national bodies of
state governance, local representative and executive bodies and other government organizations.
Under the Constitution, should a local Council of Deputies regularly or grossly violate the law, it can be
disbanded by the Council of the Republic - the upper House of Belarus parliament (by the Constitutional Court
confirming).
In accordance with the Constitution and the Law On Local Government and Self-Government, decisions
of local Councils of Deputies, executive committees, which restrict or violate rights, freedoms and legal interests
of citizens, can be appealed in a court of law.
However, this is a purely declarative provision, which lacks guarantees and mechanisms of legal
implementation. Under of Resolution #11 of the Plenary Session of the Supreme Court of December 24, 2009,
citizens are free to appeal in a court of law only those decisions, which were taken by executive bodies and which
have an individual character.
By this token, any decisions by Councils of Deputies as representative bodies and all regulatory decisions by
executive bodies remain outside the framework of judicial appeals. This testifies that it is impossible for citizens
to exercise real and effective control over activities of local Councils of Deputies, local executive committees and
local administrations.
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The legal situation in the sphere of accountability of bodies of power and state officials demonstrates its
imperfection and a failure to meet basic requirements for bodies of state administration and local selfgovernment. A solution to this issue centers on a complex reform of Belarus system of state administration, local
self-government and administrative decentralization.
Strategic framework for reforming the public administration system

The topic of evaluating the efficiency of the public administration system has been raised in discussions of
government bodies and Belarusian expert community for the last 15 years. The low marks it receives in
international rankings are the cause of this.
The following factors of system inefficiency were usually noted:
Excessive or redundant functions of public administration bodies;
Insufficient resistance to corruption within the government;
Bloated staff of public administration bodies;
At the same time representatives of Belarusian public administration kept stating that the public
administration completes its stated objectives and goals, and if any changes are needed, they are needed in order
to optimize and perfect the system, not to reform it.
This approach was reflected in the Programs of Socio-Economic Development (PSED) for 2001-2005, 20062010, and for Government Action Plans for the same years.
In particular, the PSED for 2001-2005 had such objectives as:
Development of the system of coordination of activities of public administration bodies;
Increase of the level and of the role of the state prognostics;
Optimization of organizational management structure.
According to the PSED for 2006-2010, the following objectives were set:
De-bureaucratization of state services and an increase of their quality;
Implementation of the principle on the single window;
Usage e-technologies in making decisions;
Enhancement of the local government and self-government system on the basis of strengthening the
role local authorities of basic and primary-level;
Perfecting administration of state property;
Search for new organizational forms of administration.
The President issued a range of important legal acts, including:
Ordinance On Measures for Further De-bureaucratization of the Public Administration (2006);
Ordinances On the Structure of the Government (2006), On Structure, Functions and Number of
Workers of Local Executive and Administrative Bodies (2006), On State Program Against Corruption for 20072010 (2007), On Certain Issues of Government Statistical Bodies (2008).
The following Laws were approved or significantly edited:
Codes Tax (2002), Administrative Offences (2003), Judically-Executive Code for Administrative Offences
(2006), Budget (2008);
Laws - On Public Service (2003), On Prosecution (2007), On Administrative-Territorial Division (2007),
On the Internal Affairs Bodies (2007), On the National Assembly (2008), On the Council of Ministers
(2008), On the Base of Administrative Procedures (2008), On Local Government and Self-Government
(2010), On the State Control Committee and its Territorial Bodies (2010).
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The analysis shows that these legislative acts by the President and the Parliament were aimed at
strengthening and enhancing the existing public administration system while creating an illusion of reforms.
Additionally, during the period of 2001-2010, despite the objectives of optimization and debureaucratization set the by the government, the public administration staff has grown (according to National
Statistics Committee, it increased by 10 000 people, or 6.6%).
Its worth noting that out of the objectives listed in the program documents, single window principle and
a partial transfer to electronic state services were the ones that were implemented most fully. Currently these
directions keep being perfected.
Unlike the PSED for years 2001-2010, which had an objective to enhance and optimize the system of public
administration, PSED had an objective to modernize economic institutions and the system of the state
regulation.
In accordance with the PSED for 2011-2015, a Program of Government Activities was approved for the same
period. One of the goals of the Government was increasing effectiveness of the public administration bodies,
ensuring innovation development and competitiveness of national economy.
The following objectives were given to the Belarusian Government as part of this goal:
dividing the functions of government and economic administration;
Removal of redundant and extrinsic functions;
limiting the governments ability to influence economic activity of subjects of the economy.
Starting from the end of 2011 and though 2012, with a systemic economic crisis as a backdrop, the topic of
reforming the public administration was raised more and more often in the speeches of the President of the
Republic of Belarus, as well as in documents issued by him.
In October 2011, the President had announced a need to reform the system of public administration, and
had created a special commission led by the Head of the Presidents Administration, which should have prepared
the concept of the reform.
As part of this tendency, Presidential Ordinance 168 On Certain Measures of Optimization of the System
of Public Administration and Other Government Organizations and on the Size of Their Staff (2013), was issued,
which:
defined the number of administrators and staff of central and local government bodies and other
government institutions;
dissolved Republican Labor Arbitrage;
defined a typical structure of local executive committees of all territorial levels;
planned a significant downsizing of government staff by up to 25%;
planned loss of public servant status of notaries in government notary offices.
The same year saw a series of Presidential ordinances being issued that touched upon the activities of certain
bodies and institutions of the public administration system, legal status of public servants, and so on.
Analysis of Presidential Ordinance 168 demonstrates that several statements of the document run
contrary to the PSED and Program of Government Activities for 2011-2015.
The ordinance had increased the range of functions of several government bodies (for instance, Ministry of
Trade, Ministry of Foreign Affairs and Ministry of Economy).
Moreover, the ordinance solidified the existing administrative structure. As a result, the factual downsizing
only amounted to 15%.
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Matters of civil service are regulated by the Law On Civil Service in Belarus (2003), which gives account of
public service regulations and legal state of civil servants.
The Law defines civil service as professional activities of persons holding public posts, for implementing
powers of authority and performing functions of public bodies.
It is provided by the law that upon enlisting for civil service or while performing duties as a public servant,
there should be no restrictions and (or) advantages depending on gender, race, nationality, social class
background, material position, religion, beliefs, affiliation with political parties and other public associations.
The Law lays down qualification requirements for persons enlisting for civil service: 18 years of age, relevant
educational background, relevant length of service and job experience, good command of the official languages
of Belarus, the knowledge of the Constitution of Belarus and law associated with the public servants official
duties.
The enlisting for civil service is performed by appointment, approval or election and is formally represented
by a ruling, order or other act of the relevant government body or public official.
Generally, a public office position is filled via assignment. For citizens gaining employment in a public office
a probation period of three to six months can be instated. Filling a public office position by assignment can also
be done on a competitive basis. The Provision for the competition for the job is ratified by the Government of
the Republic of Belarus.
All citizens of Belarus, who meet the qualification requirements, are free to take part in an open contest,
while a closed competition is held for civil servants standing on the staff register.
Decision of the competition commission is the basis for being chosen for the public servant position or for
rejection of the applicant.
When filling a public office position via assignment, election, or competition, the preliminary trial is not
performed.
Citizens that start civil service for the first time have to pass a qualifying exam as determined by the President
of the Republic of Belarus.
A contract is made between citizens fulfilling a public office position and the head of the relevant public
office. It is a written work contract for a specific term that defines differences from the general labor relations in
applying for, working on, and leaving the public service position.
The Law specifies a minimum term for job contracts - at least 1 year, with no maximum term set. The
contract forms the basis for a ruling, order or other act of the relevant government body or public official.
No job contracts are made with chiefs of local Councils of deputies. Civil servants swear an oath upon
entering office.
The Law says that civil servants are obliged to take competency tests; lays down basic regulations for holding
competency tests.
The total number of civil servants working in the system of bodies of state administration stood at 56,232 in
late 2011, including 22,785 (40.5% of all civil servants) in the system of local authorities.
In 2012-2015 the number of civil servants in the system of bodies of state administration was reduced to
48,500. The number of civil servants in the system of local authorities reduced significantly: from 22,785 persons
(as of 01.11.2011) to 19,220 (as of 01.07.2015), down 15.6%.
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In late 2011 the number of civil servants in local executive committees stood at 22,512, or 98.8% of the total
number of civil servants in the system of local authorities, with just 273 civil servants left in local Councils (1.2%).
By mid 2015 the number of civil servants in local executive committees stood at 18,950, or 98.6% of the total
number of civil servants in the system of local authorities, with just 270 civil servants left in local Councils (1.4%).
Such an insignificant share of civil servants in local Councils in comparison with the total number of civil
servants in the system of local authorities reflects the fact that the staff register of each Council of the regional
and primary level provides for only 2 full-time staff positions. The Council has no staff positions on the primary
level. The number of staff in the administration of a local Council is defined by the President of Belarus.
Accountability
The system of state bodies in Belarus has a vertical hierarchy: there are higher- and lower-ranking bodies on
both central and local levels. Therefore, the accountability of state administration bodies all levels reflects their
position in the hierarchy.
Local Councils of Deputies (three levels) are formed by citizens of each territorial unit by means of general
election. In accordance with the Law On Local Government and Self-Government, Councils of Deputies are
accountable to citizens and report their activities to them.
A Councils of Deputies accountability is complemented by each deputys accountability to the citizens who
elected him/her. The Law On the status of a deputy of a local Council of Deputies says that a deputy is
responsible to the electorate and accountable to them. A deputy of a local Council of Deputies is supposed to
regularly report to their voters, at least twice a year, on their activities, activities of the Council and its bodies.
Local executive committees (three levels) and local administrations (within districts of Belarus largest cities)
are formed by higher-ranking bodies of state administration, including directly by the President.
Bodies of local government have a lower position in the hierarchy than central bodies of state administration
in the framework of the existing vertical line of executive power.
In accordance with the Law On Local Government and Self-Government, local executive comities of the
regional level are accountable and responsible to the President, and also to the Council of Ministers regarding
issues, which are within the competence of the Government.
Executive committee of the base level and the primary level, local administrations are accountable and
responsible to the President and higher-ranking executive committees.
Executive committees are accountable to relevant Councils regarding issues, which are within the
competence of those Councils.
Although they are elected and formally authorized to take independent decisions, Councils of Deputies are
part of the vertical line of representative government bodies. In accordance with the Constitution, local Councils
of Deputies, local executive committees are supposed to implement decisions of higher-ranking state bodies and
be guided state interests in their activities.
Combining central and local authorities under the unified system of state bodies, it creates a special
extrajudicial procedure for abolition of their decisions.
In accordance with the Constitution, decisions by local Councils of Deputies, which run contrary to the
effective legislation, shall be cancelled by higher-ranking Councils. Decisions by local executive committees,
which run contrary to the effective legislation, shall be cancelled by relevant Councils of Deputies, higher-ranking
executive committees and also by the President of Belarus.
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In accordance with the Law On Local Government and Self-Government, the Councils are authorized to
overrule rulings of the Council Chairman and executive committee Chairman, rulings by the lower-level Council
Chairman, if they are not in accord with decisions made by the Council and the Executive Committee or if they
are out of tune with other legislation;
If Councils of different territorial levels have a dispute, such disputes shall be resolved by a higher-level
Council or by the executive committee by order of the Council.
The executive committees are authorized to resolve issues pertaining to:
disciplinary liability, suspension from work, dismissal of the heads and staff of organizations that are
within the jurisdiction of the executive committee;
application of legal responsibility, reimbursement for damages caused by decisions, action (inaction) of
officials and citizens;
Executive committees are authorized to cancel rulings of chairmen of lower-level executive bodies if they are
not in accord with decisions of Councils and executive committees or with other legal acts.
The Law On Local Government and Self-Government says that Councils are authorized to go to court to
seek protection of right violated or contested, or interests protected by the law. However there is no legal
mechanism in place to implement this norm, i.e. the procedure is not specified.
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Common trends and main findings

The Republic of Belarus is the only country in Europe that has not signed the European Charter of Local SelfGovernment, and, de jure, is not obliged to enforce it. But despite that fact, the experts decided to take the
Charter as a baseline in order to have the comparison of different elements of decentralization in EAP countries.
Ratification of European Charter of Local Self Governance in EAP countries

Country
Georgia
Moldova
Ukraine
Armenia
Azerbaijan
Belarus
Ratification Status
Ratified
Ratified
Ratified
Ratified
Ratified
Not ratified
Year of ratification
2004
1997
1997
2002
2002
Not ratified
Competences of Local Self Government

The basic powers and responsibilities of local authorities shall be prescribed by the constitution or by statute.
However, this provision shall not prevent the attribution to local authorities of powers and responsibilities for
specific purposes in accordance with the law.
Local authorities shall, within the limits of the law, have full discretion to exercise their initiative with regard
to any matter which is not excluded from their competence nor assigned to any other authority.
Public responsibilities shall generally be exercised, in preference, by those authorities which are closest to the
citizen. Allocation of responsibility to another authority should weigh up the extent and nature of the task and
requirements of efficiency and economy.
Powers given to local authorities shall normally be full and exclusive. They may not be undermined or limited
by another, central or regional, authority except as provided for by the law.
As described in the reports the situation regarding the allocation of competences is quite diverse from
country to country in the EAP region. If in Georgia the competences on the municipal property management is
dominated by the central bodies of administration: Parliament and Government. Just few procedural
competences are assigned to the municipal organs, in Moldova the legal framework governing the competences
and responsibilities of local authorities is quite impressive, includes a wide range of acts, from constitutional
regulations, laws and normative acts of the Government to other central public authorities, regulating a wide
range of issues empowering local authorities with hundreds and thousands of competences and responsibilities.
In Ukraine, where Local self-government bodies bear responsibility for school and pre-school education, primary
healthcare, cultural institutions, municipal infrastructure improvements, in particular, street lighting, roads
condition, cleaning, public order and many other important mundane/routine issues, the powers of local
executive authorities and local self-government bodies have not been properly divided. At times they are
unnecessarily centralized, overlapped and delegated for no good reason. In Armenia, Yet, the capacities of LSGs
are so small, that they are actually unable to utilize this right. For Azerbaijan, According to the recommendation
326 developed by the council of Europes monitoring group in 2012, it is stated that:as a result of an unequal
division of competencies between municipalities and local executives bodies majority of public services are
fulfilled locally by the local executive bodies appointed by the government, thus creating ineffective local
governance practice. The recomendation also highlights that holding identical competencies both by
municipalities and government bodies in one territory results in parallelism of authorities in governance.
Moreover, the authorities granted to local self-governance institutions are not complete and unique in nature.
In accordance with the Law On Local Government and Self-Government, local government bodies in
Belarus are part of the general system of government bodies. Although they are elected and have a status of self-
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government bodies, local Councils of Deputies of all levels are in fact representative bodies of state
administration. As a result, one and the same functions (for instance, healthcare, education, culture, social
security, territorial accomplishment, law enforcement, etc.) are simultaneously assigned (in accordance with the
Law On Local Government and Self-Government) to bodies of local administration of different levels, and also
in some cases to central state bodies. The division of competence remains a topical problem and can be resolved
by means of a complex reform of local self-government and state administration.
All the country experts report that the process of fiscal decentralization has been started but has been
stopped or is developing very slowly.
In Georgia some piece of budgetary incomes is assigned/transferred to the municipalities, namely about 15%
of total finances generated from the Income Tax is transferred to the municipalities/municipal budgets.
Nevertheless of this progress, still absolute majority of municipal finances are managed and dominated by the
Central Government: transfers to the municipalities (equalizing, targeted, special, capital), budgetary fund for
the regional projects, and reserve fund of Government and municipal development fund are in the exclusive
competence of Government. Despite the readiness to pass some of the budget revenues generated by the
Income Tax to the municipalities, the central Government still maintains its dominating influence over the
municipal finances.
In Ukraine, since 2014 a new system of intergovernmental fiscal relations has been introduced. It is based on
a completely new mechanism of horizontal equalization of taxpaying power of territories. The study on local
budget performance in 2015 has shown that the implementation of the intergovernmental fiscal relations reform
produced good results despite pessimism that accompanied the initial phase when changes were originally
introduced. The increase of receipts of the general fund has amounted to 42.1% when compared to 2014. It
should be noted that local budgets have adequate financial resources to meet the real needs of the local budgets
as regards allocation of funds required for the implementation of powers delegated by the state.
Financial decentralization is one of the key pillars of decentralization in Moldova, and the filed that recorded
the most progress. During the years 2011-2012, Moldova has developed a series of economic models and
simulations, which were aimed at increasing the financial autonomy and improve the system of transfers.
Although the new system creating local budgets contributed to significant local autonomy, transfers
transparency and breakdowns of general state taxes, the level of predictability of LPA income, both political
instability, delaying approval of the state budget for 2015 2016, the economic crisis as well as the fraud in the
banking system, significantly diminished the expected impact of implementing the new system of public finance.
The government of Azerbaijan has taken first steps to amend the law in favor of decentralization in 2016 and
these steps were carried out as a part of governments institutional reform. However, in spite of all these
developments, it is too early to make an estimation of decentralization results, particularly fiscal decentralization.
The Armenian authorities did not take measures to enhance the financial independence of municipalities.
The share of expenditure of municipal budgets remains very small in the expenses of the consolidated budget
and GDP (in 2015 8.9% and 2.6%, respectively).
For Belarus the existing state financial management system remains centralized, very conservative and
closed from the general public. In fact, the logic of the Budget Code is that financial resources of the local
authorities, referred to as local budgets in the Code, are in practice cost estimates approved by the central
government through strict regulation of utility costs.
According to the European Charter of Local Self-Government, the administrative supervision over the
activities of local self-government bodies should only include the legal domain, i.e., the correspondence of the
adopted decisions by LSGs to the Constitution and laws. The scope of supervision can be more only over the
delegated powers. In Armenia in practice, the supervision over local self-government is far beyond the legal
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frames and is implemented by different high-level representatives of the government. In Georgia, the Local SelfGovernance Code determines the following types of State supervision over the municipal administration:
legislative supervision and field supervision of implementing the delegated authorities. The legislative
supervision is competence of the Prime Minister of Georgia and the field supervision is competence of ministry
which delegates own competences to the municipalities. When performing the supervisory function, the
authorized organ or state official has the ability and competence to watch the process that was underway before
issuing the normative act, as well as to influence and request pausing or termination of the normative acts.
According the Moldovan legislation in force, territorial offices of the State Chancellery exercise retrospective
administrative control of acts of local authorities. Are subject to mandatory control of legality the following
administrative acts: a) decisions of local municipal and rayon councils; b) the provisions of the mayors and the
district presidents; c) documents concerning tenders; d) employment acts; e) provisions involving expenditures
or financial commitments exceeding 300,000 lei; f) documents issued in exercise of competences delegated by
the State local authorities.
In Ukraine, decentralization stipulates for the introduction of an updated mechanism of state control over
decisions made by local self-government bodies and their compliance with the Constitution of Ukraine and the
Ukrainian legislation and over the quality of public services rendered to people. It is expected to ensure this
control via the institute of prefects that will represent the interests of the state at the regional and local levels.
If and when regulations of local self-government bodies and officials are qualified as the ones that do not comply
with the Constitution of Ukraine or the laws of Ukraine, then they shall be taken to court to be qualified as illegal.
In Azerbaijan, the current system of supervision contradicts to the principles of Charter of Local self-government
and as stressed by the Council of Europe there is the lack of clarity on the supervisory procedures over
municipalities in the law on Status of Municipalities, and especially reporting issue about municipality activities
before the parliament. Although there were appropriate amendments to the legislation regarding the
accountability mechanism in the parliament, no practice of such reporting has been observed so far. The
structure of local self-governance in Belarus includes regional, basic and primary levels with corresponding subnational governments (SNGs) that exercise control over the activities of lower level governments accountable to
them.
Public administration Reform
The European Neighborhood Policy (ENP) has been in place since 2004, aimed at supporting and fostering
stability, security, prosperity and inclusive economic development in the countries closest to European Union
(EU) borders. New streamlined work programme began to be implemented, focusing more on improving valuebased public administration legislation in line with European best practices. This was done in conjunction with
the initiative on support for improvement in governance and management (SIGMA), and with the Council of
Europe. A well-functioning public administration requires a professional civil service, efficient procedures for
policy and legislative development, well-defined accountability arrangements between institutions and citizens
as well as among institutions, ability of the administration to efficiently deliver services to citizens and businesses,
and a sound public financial management system.
Since 2014, the European Commission has defined the scope of public administration reform as covering six
core areas:
the strategic framework for public administration reform
policy development and co-ordination
public service and human resource management
accountability
service delivery
Public financial management.
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The Principles of Public Administration have been developed by OECD/SIGMA in close co-operation with the
European Commission to define detailed requirements for a well-functioning public administration in each of
these core areas.
In order to assess the process of public administration reform in six countries of Eastern Partnership as well
as to have common ground for comparison, team of experts decided to analyze 3 main pillars, principles of Public
administration defined by SIGMA:
The strategic framework for public administration reform;
Public Service And Human Resources Management
Accountability
As the subject is very broad, the detailed description is provided in the overview section country by country.
In this part of the document, main trends will be listed according to the principles.
The strategic framework for public administration reform
The leadership of public administration reform is established, and the strategic framework and
administrative resources provide the basis for implementing prioritised reform activities aligned with the
countrys financial circumstances.
In 2014, Memorandum of Understanding was signed between the European Union and the Republic of
Armenia on assistance provided by EU to Armenia in years 2014-2017. One of the three key areas of assistances
provided to Armenia is public administration reforms. The process is ongoing in Georgia also and from the 1st
January, 2017 new regulations will enter into force regarding the public administration, therefore it is impossible
for now to assess the framework. Also in Ukraine, The public administration reform entered a new phase after
the Revolution of Dignity. In 2015 the Government of Ukraine adopted a Strategy for Civil Service Reform until
2017. In 2015 the Parliament adopted a new law on public service that stipulated for major changes and
introduced new approaches to setting up the civil service in the country. Besides, in 2016 the Government
adopted a Strategy for Public Administration Reform in Ukraine for 2016-2020. The Anti-corruption strategy has
been approved as well.
In Moldova, the strategic framework of PAR&D reforms includes EU-Moldova Association Agreement, two
strategies in the field, the Governmental Program, a lot of sectorial strategies, action plans and programs. As
general overview PAR&D reforms implementation are lacking a comprehensive overview, as monitoring and
reporting is not in place adequately. The available reports focus on implementation of activities rather than on
analysis of the achievement of objectives and reform targets.
In Azerbaijan, series of essential steps have been taken by the government since 2015 to conduct institutional
reforms in the field of public administration. This action has been evident in elimination and amalgamation of
some government agencies, as well as the establishment of new ones.
Representatives of Belarusian public administration kept stating that the public administration completes its
stated objectives and goals, and if any changes are needed, they are needed in order to optimize and perfect the
system, not to reform it. This approach was reflected in the Programs of Socio-Economic Development for 20012005, 2006-2010, and for Government Action Plans for the same years.
Public Service and Human Resources Management
Public service is one of the key components of public administration. A well-designed and effectivelymanaged public service enables the state to reach adequate levels of professionalism, and sustainability and
quality of public services, in all parts of the administration. As described in details in the country analyzes the
situation with regards of this issue is also different from country to country. Three countries out of six- Georgia,
Moldova and Ukraine are in the process of reforms In Belarus its declared that there is no need for reform.
In Azerbaijan, certain institutional change occurred in public administration field with regard to recruitment
of personnel into public service. According to the Presidential Decree No. 860, dated on April 11, 2016, the Civil
Service Commission under the President of the Republic of Azerbaijan and the State Commission for Student
Admission of Azerbaijan Republic were abolished and the State Examination Center (SEC) has been established
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on their basis. The responsibilities of the Civil Service Commission, including the recruitment of personnel into
public service, has been transferred to the SEC.
In Armenia, also the reform is ongoing, Civil Service Reform Principles include legality, equal access, meritbased recruitment and promotion, de-politicization, integrity and ethical conduct, impartiality, sustainability,
citizen oriented service, responsibility and accountability, and stability. The main principles included in the Law
on Civil Service are consistent with the international best practices of public administration. Nevertheless, some
principles are not properly formulated.
Accountability
Accounting and reporting practices ensure transparency and public scrutiny over public finances; cash,
assets and debt are managed centrally, in line with legal provisions.
For Georgia, Accountability components that includes the overall organisation of central government which
should be rational, follows adequate policies and regulations, and provides for appropriate independent
accountability-Needs some improvement to adopt and correspond to the new Law, Stategy and Action plan. For
the the right to access public information Adequate legal framework is set up and practice is permanently
improving. For Functioning mechanisms that should be in place to protect both the rights of the individual to
good administration and the public interest-Newly adopted law on State Service corresponds to all terms of
modern standards and good practice. The law will enact just in January of 2017. Therefore it is impossible to
evaluate how it works and how effective are mechanisms.
In Ukraine, The respective legislation on access to public information was adopted. Each and every citizen
has a right to file a request for public information. Public authorities shall facilitate the request and provide such
access. A web-portal of open data held by the public authorities was created. Good public policy making, strategic
planning and coordination of the public policy call for institutional capacity building within the Cabinet of
Ministers of Ukraine, advancement of policy making practices and introduction of a strategic planning system.
Besides, an effective monitoring and evaluation system is expected to be introduced, including ministries
performance assessment.
According to the conclusions of the Baseline Measurement Report The principles of Public Administration,
prepared by SIGMA in 2015, it is set out very clearly that appropriate mechanisms to ensure accountability of
state administration bodies, including their liability and transparency still need to be greatly improved. As well
as for Armenia, which is also in the process of wider reforms now.
For Azerbaijan and Belarus the issue of accountability still remains very challenging;
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Suggestions and Recommendations

As described in the previous parts of the
document, the situation in the EAP countries
regarding PAR and Decentralization is quite
different. The processes and trends are closer in
three countries which have signed the Association
Agreements Georgia, Ukraine and Moldova and
are in the process of implementation of its
provisions, with the support of EU. The most
stagnated country with regards of reforms and
changes is Belarus. But overall, including Azerbaijan
and Armenia, EAP region is today in the process of
significant challenges, expectations and reforms.
Based on all above-mentioned, suggestions and
recommendations were prepared also country by
country basis in order to take into account all the
local developments and be relevant to the situation.
Georgia
For Decentralization process as an obstacles
can be named following:
Pause of the decentralization
Non-transferred property and finances
Non-divided competences
Lack of resources and expertise necessary
to conduct PAR reform in municipalities
With active engagement of EU, SIGMA and
USAID Government adopted main documents for
the reform of PAR:
Strategy of Public Management,
Policy documents and action plans,
the Law on State Service,
different procedures and manuals
Active phase of implementation of reform of
public service will start in 2017,
Before that, state agencies and municipalities
have to conduct serious preparatory work:
study and analysis
adoption of regulations
training for servants
This is a serious challenge, because Georgia still
has a lack of expertise, enough for the change of
whole the system of Public Administration on the
central and municipal levels. There are signs that
45 | P a g e
PAR reform will face serious difficulties on the

municipal level .The municipal resources are very
limited to conduct studies or trainings. Lack of
experienced personnel is additional problem on the
road of PAR reform in municipalities.
Moldova
The main barriers and obstacles to real
decentralization of power, according to expert
opinions come from the development of political
processes, political culture, lack of clear perception
of the national interest and secessionist behavior of
some political actors. The central government,
ministries and government agencies do not accept
sharing duties and powers of local public
administration. In the view of some experts, namely
the Ministries boycotted the National Strategy of
decentralization in the period 2012 - 2015, which
was achieved only 50%. In terms of achieving
important successes related to the political
situation, the remaining obstacles such as LPA
capacity building, widespread corruption, and
imperfect sectoral legislation can be eliminated
much easier.
The main recommendations of the experts
interviewed on how to improve the current
situation in the public administration reform are:
Open debates on political platforms to the
issues of LPA and their relationship with the central
government.
To initiate a dialogue for territorial
administrative reform and administrative territorial
optimization models in society and its
implementation before the next local elections
To assign levers that will allow LPA
strengthening the tax base, which is the next phase
of financial decentralization
To implement public administration reform
as strategy, action plan and recommendations
developed by the organization SIGMA
Local economic development by providing a
business environment with clear rules, according to
the National Development Strategy MOLDOVA 2020
To develop qualified human resources
To institutionalize this process subordinated

directly to the Prime Minister.
Ukraine
General public support and leadership are
crucial for the successful implementation of the
decentralization reform. Information support and
professional coverage of the content, outcomes and
progress of the reform have to be strengthened and
various channels should be used for that.
The implementation of budget decentralization
shall be based on the administrative-territorial
structure reform in Ukraine and on the new ideology
of public administration that defines the main idea
of the public authorities and local self-government
bodies operations as the provision of effective
services to people.
There is a certain degree of resistance to the
decentralization reform displayed by heads of the
district public administrations and heads of local
communities that might lose their powers due to the
reform and consequent amalgamation. The reason
why district public administrations strongly oppose
the reform is that these administrations, first and
foremost, will be losing the majority of their powers.
Big land owners and owners of agricultural
corporations are also against the reform since they
might lose their leverage in the rural areas as the
communities will become less dependent on them
and might not be that desperate for their support
for further development.
The declared voluntary principle applied in the
creation of amalgamated communities significantly
complicates the process and virtually impedes the
reform. This principle is often used by the reform
opponents as a manipulation tool. In addition,
procrastination of the process can potentially have
a negative impact on the reform itself.
For public administration reform virtually there
are no visible steps taken to reform ministries and
central government agencies, in particular, the
Cabinet of Ministers of Ukraine. The launch of the
State Secretary positions calls for immediate
changes to be made to the current legislation that
should clearly divide powers of a minister and a
secretary of state and improve the decision making
procedures by the Government.
46 | P a g e
There is a lack of effective coordination between

various state institutions implementing the public
administration reform. Only in 2016 the
Coordinating Council was established. It is headed
by the Vice-Prime-Minister of Ukraine. The
representatives of the civil society are members of
the Council.
There is a lack of finance. Finance is scarce. The
country needs approximately 140 million EUR to
have a full and comprehensive implementation of
the public administration reform. However, Ukraine
does not have that much money. Therefore, the
issue of international financial and technical
assistance remains very pressing.
There is a permanent threat that changes are
introduced to the new legislation on civil service and
corruption prevention. With these changes various
groups of political and business lobbyists might try
to downplay a large number of positive changes that
have taken place recently.
Armenia
The principles/norms of integrity, ethics and
incompatibilities are not fully regulated in the
current law and are not fully consistent with OECD
and EU public administration principles. The Law on
Civil Service shall clearly regulate the issues
concerning the Civil Service integrity, norms of
ethics, conflict of interest and exclusion thereof.
Public or private activities not compatible with the
exercise of Civil Service functions must also be
clearly regulated. The integrity system of civil
servants,
including
legal
regulation
on
incompatibilities and conflict of interests must also
be defined by the Law on Civil Service. The legal
regulations of the Civil Service do not clearly define
the principle of personal liability of the civil servant
for his/her wrong action or inaction. This situation
may lead to reduced sense of liability.
Introduce into Civil Service system the idea of
personal liability of the civil servant, which shall be
stipulated by the respective legal acts. The
recruitment and selection processes in some cases
lead to ineffective use of resources. Besides, the
methodologies and poaches used in the recruitment
and selection processes do not fully ensure an
effective selection. The selection and recruitment
process must in its all phases refer to the principles
of equal access, transparency and merit. The end

result of the improved system must be the
development of maximum optimal, flexible and
improved mechanisms for assessing the knowledge
and capacities of the contenders for the purpose of
identifying the best candidate. The main principles
related to recruitment and selection would be
established by the Law on Civil Service. The
necessary by-laws would be adopted in 2017. In
2019 all vacancies would be filled according to new
regulations.
The Law on Civil Service deals very briefly with
mobility. There is some mobility inside the same
public body; however, the mobility of civil servants
from one body to another is not a priority and is
rarely practiced. On the other hand, it is used for
promotion purposes in a way (out-of-competition
procedure) that does not ensure merit-based
recruitment. The mobility is hardly practiced as
HRM instrument to improve the quality of the
services, to develop the staff capacities and assess
the workforce needs.
A well balanced system must be defined aiming
at fairly protecting the right to tenure while looking
at the needs of the public administration as well. It
is necessary to ensure that each re-organization in
the Civil Service system contribute to the
improvement of the effectiveness of the public
administration and to a better use of the already
available human resources within public
institutions. Activities will be performed to improve
the effectiveness of the reserve management, the
main purpose of which will be to retain the Civil
Service human resources in the system, as well as
the use of the reserve as an instrument to ensure
the continuity of the Civil Service employment. In
this process the RA Civil Service Council must give its
conclusion about the reorganization. It is also
necessary to create functional mechanisms for the
employment placement of the civil servants in the
reserve.
Recommendations on how to improve the
current situation with regard of Public
administration reform:
- To implement administrative territorial
reform.
- To develop inter-municipal cooperation.
- To implement decentralization process.
47 | P a g e
- To develop new draft law on local selfgovernment and organize discussions of the draft
law.
- To transfer financial and other resources to
local governments.
Some respondents participating in the project
have mentioned in any other remarks the following:
- PAR and decentralization reforms take place
very slowly. It is necessary speed up reforms. It is
necessary to develop civil service and municipal
service. These systems provide with professionals.
- To invest modern IT at central and local levels.
- To involve professional experts and large
audience in the reforms.
- To invest in the systems high accountability
requested processes.
-To change local self-government and territorial
administration models.
- To implement fiscal decentralization.
The PAR and Decentralization reforms take
place in Armenia very slowly. Recently there is the
recorded progress in PAR reform related to the
development of the new draft Law on Civil Service
and in the local self-government system recorded
progress can mainly be attributed to amalgamation
of municipalities, development of a new draft Law
on Financial equalization and new draft Law on Local
Self-government. The process is speed-up by the
adoption of a new Constitution on December 6
2015.
Azerbaijan
Accelerating reforms in public administration
and decentralization would be advisable to carry out
the following steps:
Local government status should be granted
to local self-governance institutions and
incorporated into public administration system
within the framework of constitutional reforms
Government should develop a strategy on
decentralization reforms
reconsider substantially and clarify the
division of tasks and powers between parallel
structures of local public administration,
transferring the most important local public
competences to democratically and politically
accountable municipalities;
the law of the Republic of Azerbaijan on the

status of municipalities should be reviewed with the
aim of recognizing municipalities as decentralized
institutions exercising public power as part of the
overall public administration;
Reforms should be made in the field of local
governance, waiving parallelism in local level
governance, granting exceptional and complete
authorities to municipalities
Transition to regional governance should be
made through abolishing soviet-era administrativeterritorial division and governance model
Sustainable financial resources should be
granted to municipalities to carry out their liabilities
and shared tax system should be applied to legal
changes
Existing mechanisms facilitating state
budget transfers to municipalities should be
improved, both the conditional and unconditional
budget transfers to municipalities should be
provided with higher volume of financial aids
abolish the obligation on local governments
to report to the Parliament on their own operations
and limit the supervisory authority of central
government to the control of lawfulness of
municipal acts
Legal barriers to create single Baku
municipality should be waived and the law on
Status of Baku should be adopted to regulate
complexities with regard to its city status and
administration
Belarus
The existing local self-government system in
the Republic of Belarus has no opportunities to
fulfill its goals of self-governance and doesnt allow
local authorities to fully match the definition of
sub-national government.
In this situation, recommendations for
development of certain components of local selfgovernment system (fiscal decentralization, ATD,
human resources, etc.) are irrelevant.
48 | P a g e
For real SNG to appear, both the organization

and activity of local governing bodies in Belarus
should be reformed based on the norms and
principles of the European Charter of Local SelfGovernment.
In this regard, the following activities are
recommended to be carried out:
preparation of the Concept of local selfgovernment development in accordance with the
principles and norms of the European Charter and
its approval at the highest state level, the
development and approval of an implementation
plan;
the improvement of legislation in the
sphere of local self-government based on the
principles and norms of the European Charter
(decentralization of power, the implementation of
the principle of subsidiarity in the legislation, the
improvement of ATD, fiscal decentralization,
adding the concept of "community" to the
legislation, etc.);
Organization of democratic elections;
Ratification of the European Charter of
Local Self-Government;
Creation of the National Association of
local Councils;
Organization of events aimed at
implementing University programs in local selfgovernance, as well as training of specialists in this
sphere;
Development and implementation of
criteria for evaluating the performance of local
Councils;
Implementation of the principle of
transparency and openness in the work of local
authorities;
De-bureaucratization of the forms of direct
democracy and the establishment of
communication platforms for dialogue between
local authorities, NGOs and citizens.
49 | P a g e

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Public Administration and

Local Governments Reforms in

Update on Public Administration and Local Governments Reforms in

Acronyms used in the document

evaluation of level of decentralization as well as the

Overview per country

MUNICIPAL STATISTICAL DATA

THE RATIO OF EQUALIZING TRANSFERS TO THE NOMINAL GDP

Public administration reforms

Control and Supervision

3) Improvement of Civil Service personnel roster and classification grade system;

Table 1: Main quantitative indicators outlining the level of expenditure

Kind of administrativeterritorial unit

The number of local

Local Finance and Budgets

Strategic framework for reforming the public administration system

Public service and human resources

Common trends and main findings

Ratification of European Charter of Local Self Governance in EAP countries

Competences of Local Self Government

Suggestions and Recommendations

PAR reform will face serious difficulties on the

To institutionalize this process subordinated

There is a lack of effective coordination between

of equal access, transparency and merit. The end

the law of the Republic of Azerbaijan on the

For real SNG to appear, both the organization

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